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The Interview
By and large, (and as you¶ve probably figured out) employers use interviews to not only assess your skill sets and
ability to add value to their organization but to also determine your "fit´ with their firm. So it becomes apparent
that one must project their best self in an interview. This section will describe in detail how to accomplish that.

If any advice can be given to best help you do your best in an interview, it is to prepare, prepare, prepare. There
is no substitute to knowing a company and practicing how you will add value to that company. That said,
preparation can be divided into two major activities: 1) V
 V
and 2)  VV. Both are
necessary if one is to put their best foot forward.


 V

Many people will downplay the importance of knowing a company for a marketing interview. Nothing can be
further from the truth. Not only will research allow you to learn about a company but it will also enable you to
identify areas where you can demonstrate fit. Indeed, research serves this dual role and more. So how do you
research a company?

The following is a list (not exhaustive) of resources that can be accessed to learn more about a company:

 c
 

  : serve as an excellent way to learn about a company specifically those which recruit
on-campus. For a minimal time investment, one can learn: specifics about a company, roles and
responsibilities for the specific positions that the company will be hiring for, and ask your specific questions
about a company.
 è  : use this service for a general description of the company and its activities. More detail will be
required to succeed in an interview so make sure that this is not your only resource. Hoover¶s also helps in
building a basket of the company¶s key competitors.
 
: use MSB¶s online account to gain access to a limited number of company profiles (e.g. JP Morgan,
Procter and Gamble, and others).
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: there is perhaps no richer source of information than the company¶s own website.
Specifically look for information regarding: lines of business, major brands, corporate strategy, financial
performance, organizational structure, major competitors, any major business initiatives and anything related
to marketing.
 [
 
: if these can be attained, they serve as a great resource for learning about a company¶s
industry. Moreover, one can learn a great deal about what other people (i.e. Wall Street) think about the
company.
 0 
  : utilizing readily available resources such as Factiva, one can read countless articles
about the company, their activities and the subject of any press releases that the company may have issued in
recent history. Again, this is a good method for understanding a company¶s current situation and any recent
events of interest.
 D : or use your preferred choice of Internet search engine. In the digital age, it is virtually impossible not
to be able to find information on a company and its industry. For that matter, it is also inexcusable to walk into
an interview without having done your research. Therefore, look for interesting articles regarding the company
itself, its industry, and its competitors.

ÿther Useful Marketing Resources

In the spirit of assisting you in learning about the marketing field, there are a multitude of other resources that can
be used. This will not only help you build your knowledge base about the career path but also, allow you to
discover what areas of marketing interest you most. Again, this list is not meant to be exhaustive so do your
research.

 www.careers.wsj.com
 www.marketingpower.com
 www.homahelp.com
 www.mckinseyquarterly.com (look for the marketing link)
 www.joboptions.com
 www.mbacareers.com
 www.wetfeet.com

From this list of resources, one can read and develop their knowledge about a company. Not surprisingly, this is a
painstaking process and requires time.

Now what do I do with all this research?

Given the breadth and depth of your research, the fruits of your labor largely fall into the category of developing a
foundation of knowledge such that you can converse intelligently in an interview. Without that base of common
knowledge, interviewers will be able to detect your lack of preparation and more importantly, your lack of interest
in their company.

There are a bevy of ancillary benefits from company research. First, this activity serves as a source for generating
a list of questions to ask during an interview. Undoubtedly, one will read an article or website which will incite your
curiosity. That curiosity should be used to help you to form an intelligent question for that will serve as a way to
engage an interviewer and demonstrate your interest in the company. A second benefit of research is that it allows
one to draw connections that help to demonstrate fit in an interview situation. During the activity of research, one
is sure to come across something that will spark interest on a personal level. For example, an MBA student with an
engineering degree may be drawn to the product development and research initiatives of a technology company.
This can be leveraged in an interview to show potential fit given the individual¶s own personal background and
interests.

What¶s left?
Undoubtedly as business school goes, students will leave research to the last minute. Although obviously
unadvisable, one can get by through focusing on the company¶s website. In particular, concentration should be
dedicated to the following topics: 1) major lines of business, 2) net income and revenue performance, 3) major
competitors, 4) industry trends, 5) corporate strategies (i.e. growth platforms, acquisitions, etc.), and 6)
organizational structure. This should get you to a level where at least, one can function in an interview.

Ô VV
As mentioned earlier, resume bullets should be written using the PAR format. When modified slightly to a SAR
(Situation ± Action ± Result) format, a resume bullet is easily transformed into a cogent and intelligent response to
an interview question. For example, consider the following resume bullet:

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This resume bullet can be easily adapted into a verbal response using SAR format in the following way:
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So as can be seen, every resume bullet has a story behind it. It is up to an individual to bring that story out in a
manner that accentuates their skills and demonstrates how they can add value to a company.

As counterintuitive as it may sound, to be successful at behavioral interviewing, an MBA must be adept at telling
stories about herself. This is the essence of behavioral interviewing. A person who is able to tell an interesting
story yet convey their skill sets and ability to add value will be successful in engaging an interviewer and in helping
them in their own evaluation process.

How do I get good at behavioral interviewing?

So how does a person gain proficiency in telling stories about himself? The first thing one can do is to associate
resume bullets with certain skill sets. For example, consider the following resume bullet:

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This particular resume bullet conveys the following skills: analytical, creativity, and ability to train others (implying
leadership aptitude).

A student should (and must) make these associations in order to be able to recall them in an interview situation.
The next thing a person can do to gain proficiency is to practice behavioral interviews consistently. It goes without
saying that the more someone practices this type of interviewing, the more comfortable that person will become.
It is this level of comfort that an MBA must strive for in order to be successful. Here are some suggestions for
practicing behavioral interviews:

1.$%[c$  : utilize the MBACM counselors and Peer Advisors to practice your responses to
behavioral interviews. They are particularly helpful in critiquing your performance and offering advice to
improve. You pay for these resources so use them.
2.c

 : leverage the ears of your fellow classmates. This is a creative way to manage your time and
practice behavioral interviews. An example of way to utilize this resource is to set aside a specific time
each week for 30 minutes to practice certain questions with a classmate. Again, the more you do it, the
better you will become.
3.
 
: although this may sound farfetched, one can rehearse a particular response in
 solitude. In the shower, on the way to class, or in the car, a person can rehearse an answer and judge
how effectively they communicated their story.
Note: Try to avoid sounding too rehearsed. Although it is important to know what you are going to say, one must
avoid giving a "canned´ answer. This can be easily overcome through a number of techniques. For example, using
inflection in one¶s voice counters the tendency to recite an interview answer as one has rehearsed it.

What do I do to prepare for a behavioral interview with a company?

I would argue that you should already be prepared for company interviews before they even come on campus.
However, understanding the business school environment, there is a methodology that can be employed to
successfully prepare for an interview.

1.†   
: be prepared to address questions specifically targeted at your resume bullets.
2.† 
  
 : use any available information to ascertain the specific skills that a
company will be looking for. You can be assured that the interviewer will attempt to determine whether
you have those skills or not. To effectively prepare, take those specific skills and write a list of the
stories you will tell that show how you¶ve demonstrated those skills.
3.|: although easier said than done, if you¶ve prepared beforehand, there¶s not much more that you
can do to for a company interview. Provided you¶ve done all of the above, the best thing to do the night
before an interview is to relax and visualize your performance in the interview. This is a method of
positive thinking and one which will allow you to be confident in your interview.
Frequently asked behavioral interview questions
To assist in your preparation for behavioral interviews, below is a list (not exhaustive) of several frequently asked
questions.

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Clearly, this is not an exhaustive list particularly since there are creative interviewers out there. However, it is put
forth to give you a sense of the type of questions asked.

Marketing Frameworks
For the uninitiated, case interviewing is a method by which interviewers can assess a candidate¶s ability to solve a
business problem, think on one¶s feet, and apply marketing theories to practical situations. Questions are rarely
asked directly. For example, one might encounter a question such as: "What would you look at when entering a
new market?´ Regardless, an MBA must be able to apply marketing frameworks and theories to answer these
questions.

To best answer case questions, the use of frameworks and case interview techniques is required. Here are a few
basic marketing frameworks that can be utilized in a marketing case interview situation:

The Four C¶s

The four C¶s are used in what is referred to as a situation analysis which is used to uncover problems and
opportunities in a market.

Company

 What resources does your firm have?

 What are your firm¶s strengths and weaknesses?
 What is your firm¶s value proposition to its customers?
 What is the company¶s strategy/business model?

Customers

 What is your market?

 What are the customers needs?
 How will your firm satisfy those customer needs?
 How much are customers willing to pay?

Competitors

 Who are your competitors (now and in the future)?

 What are your competitors doing?
 What are their strengths and weaknesses?
 How are they meeting customers¶ demands?
 What are your competitors¶ strategies?
Context

 What is the socioeconomic operating environment of your company?

 Are there regulatory issues in your industry?
 What are the technological trends facing your industry? And your customers?

The Four P¶s

The four P¶s are a familiar marketing framework primarily used in development of marketing tactics (i.e. how to go
to market?)

Product

 What is the design of the product? What are its features?

 Where is the product in the product life cycle?
 How is the product manufactured?
 How is this product differentiated from competitors¶ products?
 What benefits/value are delivered to customers through this product?

Price

 What is the retail price of the product?

 What is the company¶s pricing strategy?
 What incentives are given to the channels of distribution?
 What price will the market bear?

Promotion

 How is this product promoted?

 Is the company using a push and/or pull strategy to market the product?
 What issues are related to the sales force?
 Is the product advertised? What is its brand awareness?
 Are these promotions effective? How do you know?

Place

 What channels of distribution will be used?

 What is the cost of distribution?
 Does the company have control over the product¶s distribution

¦egmentation - Targeting - Positioning (¦TP)

STP forms the basis of all marketing strategy. Without a clear idea of what market segments provide a firm with
best opportunity to win and be profitable, marketing activities are all for not.

Segmentation

 Defining strategic groupings of people who are heterogeneous across segments and homogeneous within.
Targeting

 Determining which segments are most attractive given market and competitive dynamics.

Positioning

 Compiling an integrated marketing mix that creates value for the target customer in a way that is more
effective and differentiated from a competitor.

ÎC¶s ± ¦TP ± ÎP¶s (Basic Marketing Framework)

Together the three aforementioned frameworks collectively form a basic marketing framework that can be used to
tackle just about any marketing case question. Know this cold, because - in the absence of any other frameworks
- this combination can at least get you to a relatively acceptable answer.

Financial [ccounting [nalysis

 Revenue = price x quantity

 Total costs = fixed costs + variable costs
 Total variable costs = quantity x variable costs per unit
 Fixed costs = PPE, SGA, etc.
 Profits = revenue - total costs

Note: fixed costs are those costs that do not vary with the quantity produced whereas variable costs vary directly
with quantity produced. In the short run, some costs are fixed and some are variable. In the long run, all costs
are variable.

¦upply and Demand

Economics rules (or should rule) the decision making surrounding pricing situations and capacity expansions.

Demand

 Establish the number and size of buyers

 Try to determine buyers¶ future needs
 Look at any substitute products that can reduce demand
 Determine future trends that may affect demand

Supply

 Determine number and size of suppliers

 Predict current and future capacity
 Assess cost of inputs
 Assess probable technology change and obsolescence

Remember to consider elasticity when considering pricing changes.

Porter¶s Five Forces

This framework is the de facto method of analyzing the leverage points and the attractiveness of any industry. The
five forces are: Supplier Power, Threat of Substitutes, Threat of New Entrants, Industry Rivalry, and Buyer Power.
The schematic below expounds on this framework.

Rules of Thumb

 US population = 280 million

 Average number of people per household = 2.5
 Number of US households = about 110 million

ü M¶s
The 6 M¶s can be used in concert with the basic marketing framework to analyze the effectiveness and/or
recommend appropriate promotional activities.

Mission: All promotional activities should have an objective.

Market: Who is the target market for the promotional initiative?
Message: Specific content of the promotional devices.
Media: Method of delivering a promotional message which includes traditional and unconventional media.
Money: What resources are required to support a specific promotional campaign?
Measurement: Assesses if a promotional campaign objectives are being met.

BCG Growth Matrix

A useful way to assess market opportunities and/or portfolio decisions is to consider the BCG Growth Matrix (and
for more detail, the GE Matrix). When used in this context, the matrix will assist you in developing strategic
rationale for specific marketing recommendations.

Relative Market ¦hare

Case Interview Tips

 Ask clarifying questions to ensure you understand what business problem you are actually being asked to
address.
 Organize your thoughts through the consistent use of frameworks.
 Make a recommendation based on your case analysis.
 When possible, think aloud to demonstrate your line of thought (after all, this is actually what a case question
is designed to assess).
 Remain calm and rely on the frameworks even if you don¶t know how to address a case question. Oftentimes,
this action may stimulate further thinking.
 Use numbers when given to reinforce your analyses and recommendations.
 Always strive to demonstrate logical thinking and sound business analysis.
 PRACTICE, PRACTICE, PRACTICE (nothing can help you more in case interview preparation than to practice
these types of questions).

Again, the interview is the penultimate way that an employer can assess your candidacy. No other touch point
with an employer allows you to demonstrate your value to a company, your skills and experiences, your business
prowess, and your desire to work in a company than the interview. Internships (and full time jobs for that matter)
are won or lost in the interview. It is, therefore, critical to prepare for your interviews relentlessly and with an eye
for detail and completeness.

When you successfully get that summer internship, there are lots of things you can do to make the most of your
experience. That discussion follows.