Marketing Director Resume Template
Tyler Hart
723 South Beston St.
Indianapolis, IN 46021
(521) 555 - 0237
__________________
Objective
A challenging position as a marketing and sales director with an opportunity for challenge and personal growth.
Accomplishments
Directed and coordinated the successful launch of several key product lines in the competitive high-tech industry where quick movement from conceptual stages to market is essential.
Employment
Marketing Sales Director, 1995 - Present Intel, Indianapolis, IN
Coordinated marketing and sales efforts as well as overseeing development of new products. Lead a team of ten associates in developing and marketing several new product lines. Designed a streamlined version of the antiquated customer feedback survey. Spearheaded successful product launches, resulting in added revenue of more than $5M in just twelve months.
Sales Manager, 1990 - 1995 Data Tech, Columbus, OH
Directed sales and marketing operations within the high-tech sector. Responsible for conducting thorough analysis of consumer survey data and devising successful marketing strategies based on survey results.
Education
B.A., Marketing, 1990 Ohio State University, Columbus, OH
References
Available upon request.
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Chronological resume template (pipe line and oil field construction specialist)
| BRIAN BRIARSSON 7667 West Highway 421 Silver City, NM 98765 (123) 456-7890 |
| SUMMARY | Experienced in pipeline and oil field construction work. Since 1986, specialist in asbestos abatement, including job management and crew supervision. | ||
| WORK HISTORY | |||
| 1995-present | GENERAL SUPERINTENDENT, SPRAY SYSTEMS ENVIRONMENTAL, PHOENIX, AZ
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| 1986-95 | SUPERINTENDENT, BCP CONSTRUCTION, PHOENIX, AZ Asbestos abatement for schools, hospitals, and office buildings from Kentucky to California. Ran crews of one to four workers.
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| 1979-85 | APPRENTICE WELDER, WAYNE HOUSTON WELDING, MEDICINE HAT, ALBERTA, CANADA General welding duties, pipe cutting, and job set-up. | ||
| 1975-79 | ASSISTANT DRILLER, ROUGHNECK; VARIOUS OIL COMPANIES, ALBERTA, CANADA Worked on large oil rigs. | ||
| EDUCATION & TRAINING
| |||
| 1989 | Advanced Supervision of Abatement, Georgia Inst. of Technology. | ||
| 1988 | Certificate, abatement work in schools under Asbestos Hazard Emergency Response Act, Hager Labs. | ||
| 1987 | Abatement Supervisor Training, Georgia Inst. of Technology. | ||
| 1985 | Certificate, Welder First Class, Southern Alberta Inst. of Technology.
Text F
Some More Job Advertisements
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Marketing Manager
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Text G
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Tricky Questions
The following tricky questions may be asked at the interview. Think about the best way to answer them. Have a look at the instructions enclosed here. They may be of use to you. Consider them carefully and give answers to the questions.
1. Have you already done the best work you are capable of?
Candidate should show confidence in regards to past work, believe that the best work is ahead of him, see this position, and the co-workers, as a positive way achieve more. Candidate should be modest, but confident.
2. How long will you stay with the company?
Candidate should have researched the company and be able to explain how he/she will integrate themselves in the company.
3. Who is your role model?
Applicant’s role model should contain the qualities and competencies employers would like to see in a successful candidate.
4. What would you like to be doing five years from now?
Applicants should see themselves well integrated in the company. Candidate should have researched the company and explain their potential skills that could benefit the company.
5. How would your friends describe you?
Answer should show focused and hard-working qualities and competencies. Descriptions should show the skills needed for this position.
6. Why should I hire you?
Candidate should take the opportunity to sell their skills, knowledge, and abilities. Candidate should try to prove why they are perfect for the job, that they will do the job, and that they are manageable.
7. Can you tell me what things really bother you?
They want to see if your answers maintain a reasonable level of consistency or if they are merely a facade. They are looking out for candidates with chips on their shoulder and repressed anger. The employer is seeking those who dislike under-performance and sloppy work practice.
8. How ambitious are you?
Job Seeker should demonstrate a real ambition that is also backed by a persistence and real enthusiasm to succeed. However, check that this ambition is balanced by a sense of clear-headiness and an innate common sense. Make sure that the candidate is ‘grounded’ in reality.
9. Do you think this company is ambitious and if so, why?
Job seeker should demonstrate a good knowledge of the company, especially its past achievements, and have an optimistic and positive view of its future.
10. What important goals have you achieved in the past year?
Look for an answer that demonstrates real ambition that is also backed, not only by persistence, but by a real enthusiasm to succeed. Try to determine if they have a record of practical achievement.
11. Describe a time when you took extra effort to make sure the person with whom you were communicating with had really understood your point. How did you do this?
The candidate's answer should show that they understand why clarification is an important part of communication.
12. How do you explain a complex technical issue to someone who has less technical knowledge than you?
Job seeker should be able to express his/her knowledge in a clear, simple manner; answer should show that they have the ability to explain technical matters to non-technical people.
13. Do you have any questions you would like to ask us?
Candidate should still be eager to show his knowledge and interest in the company; their comments and questions should be aimed to prove that they want the position.
14. Tell me about a time when you helped to successfully mediate in a conflict? How did you feel?
Candidate should show that they are helpful in resolving conflicts by understanding each co-workers view of the situation.
15. Describe a time when everyone in the meeting was opposing your ideas. How did you manage to work it out?
Candidate should appear to know how to convince others that their point is right. Sees conflict as natural. Never personalizes it, but explains the issues involved forcefully; stands up for what he believes is best for the business in a logical and reasonable manner.
16. How would you handle a conflict between you and higher management?
Job seeker should appear to be able to reason logically and forcibly argue for what is best for the company; should be respectful to, but not intimidated by higher management.
Unit 4
Text C
The Language of Negotiations
There are certain expressions which can be used in negotiations. The expressions are grouped into 6 categories. These categories are built upon a strategy for negotiating that is neither "hard" nor "soft" but both hard and soft. It is the method of principled negotiation developed by the Harvard Negotiation Project at Harvard University. Its goal is to decide issues on their merits and not on the stated positions of the two sides. It suggests that you look for mutual gains wherever possible, and that where your interests conflict, you should insist that the result be based on some fair standards independent of the will of either side.
English speakers, especially Americans, like to express a certain amount of informality as soon as possible. Therefore, we quickly move to first names (although this is NOT a sign of intimacy or friendship). In addition, we quickly begin to use informal language. These facts are intended to signal cooperation among equal partners.
At the same time that we are moving toward informality in order to signal a willingness to cooperate, it is important to maintain an atmosphere of respect. How can we do this when using first names and informal expressions? We show respect in English in the following ways.
When making requests it preferable to say “We would like” instead of ‘We want” because it's more indirect and, therefore, more polite and respectful. So, instead of saying “I want to hear you talk about that first point again” (which could sound too much like a demand) you would better say “I would like to hear you talk about that first point again”. Use "should", "could", or "might" to remind or inform people about what to do next. Without such words, you could sound too much like a teacher or a policeman. Use phrases like "I think" and "maybe" and "perhaps" to introduce suggestions. These words do not indicate uncertainty; they do express respect for the other person. So, instead of saying “It's time to start the meeting now” (which could sound too authoritarian.) you should say “I think we should start the meeting now”. When opening negotiations, the following phrases could be appropriate:
· On behalf of ... I would like to welcome you to ...
· It's my pleasure to welcome you to ...
· When suggesting a procedure, you could say the following:
· I would like now to begin by suggesting the following procedure (agenda).
· To start with, I think we should establish the overall procedure.
· As our first order of business, can we agree on a procedure?
· Of course, you should check for the agreement of your counterpart:
· Does that fit in with your objectives?
· Is that compatible with what you would like to see?
· Does that seem acceptable to you?
· Is there anything you'd like to change?
· Is this okay with you?
· You could decide to give the discussion leadership to a colleague and it could be expressed in the following way:
· I will now hand you over to Mr. Brown___ , who is ...
· I will now hand the floor over to Mr. Adams , who is ...
· Now let me hand the meeting over to my colleague, Ms. Jones , who ...
Reviewing the previous session you could say:
· At our last meeting, we discussed ...
· Perhaps you will recall that during our last discussion, we decided that ...
When moving to the next point you could say:
· Could we now move on to the next subject, which is ...
Signalling the start of bargaining one usually says:
· We've looked at what you have proposed, and we are ready to respond.
· After serious consideration, we are prepared to respond to your proposal.
Responding to a proposal we may use the following phrases:
· Regarding your proposal, our position is ...
· Our basic position is ...
· As far as your proposal is concerned, we think that ...
Making and qualifying concessions you would perhaps say:
· We would be willing to ..., provided, of course, that ...
· We'd be prepared to .... However, there would be one condition.
Making counter proposals:
· May we offer an alternative? We propose that ...
· We'd like to make an alternative proposal. We propose that ...
· From where we stand, a better solution might be ...
Identifying obstacles:
· The main obstacle to progress at the moment seems to be ...
· The main thing that bothers us is ...
· One big problem we have is ...
Asking for concessions:
· In return for this, would you be willing to ...?
· We feel there has to be a trade-off here.
Declining an offer:
· I'm afraid your offer doesn't go far enough.
· Unfortunately, we must decline your offer for the following reason(s).
· I'm sorry, but we must respectfully decline your offer.
At the closing stage of the negotiations, checking:
· Let's just confirm the details, then.
· Let's make sure we agree on these figures (dates / etc.).
· Can we check these points one last time?
Delaying:
· We would have to study this.
· Can we get back to you on this later?
· We'll have to consult with our colleagues back in the office.
· We'd like to get back to you on it.
Accepting:
· We are happy to accept this agreement.
· This agreement is acceptable to us.
· I believe we have an agreement.
Text D
International Negotiations
International negotiation is as it says: inter-national. It is about negotiation between countries. International negotiation occurs all the time between governments and is the main subject of this page. It also happens between individuals and companies, where the traps and tricks of cross-border negotiation can ensnare even the most experienced home-country negotiators.
It is often not just between individual people, but between large delegations, each of which is well organized and where every person has specialized and skilled work. There may be cultural experts, linguists and subject specialists as well as a chief negotiator and support negotiators. In a complex negotiation, there may be multiple and interlined sub-negotiations going on at the same time, for example where a trade negotiation includes deal involving various industries and interests.
A big trap in negotiation lies in misunderstanding the culture of other countries, especially in the rules that they use to negotiate. Whilst one country may emphasize politeness and integrity, another might use deception and coercive methods as a norm of negotiation, whilst being polite and friendly outside of the negotiation arena. It is easy also to offend people from other cultures without realizing what you are doing. Body Language, and particularly gestures, can have very different meaning, and what may seem an innocent movement to one person can be extremely rude to another.
International negotiation, done well, takes very careful notice of local cultures and customs, and is conducted with remarkable diplomacy and tact. Good international negotiators are very smooth and practiced in their art, and ensure they are extremely well informed not only about national cultures but also about the very individual perceptions of the people on the others side. The complexity and care of international negotiations may mean that the process can take an inordinately long time, quite likely months and possibly even years. Some negotiations never conclude, but the very fact that the two sides are talking is sufficient to distract them from more violent interplay.
International negotiation often happens between many countries at the same time. These may band together into economic blocs (such as the European Union) or develop shorter-term strategic alliances, such as where smaller countries band together to confront a dominant larger nation. Such collective negotiations are often as much marriages of convenience as the joint action of true friends. Whilst international relationships are essential, each country eventually puts its own needs above the needs of others. Even when countries go to war on behalf of one another, the ultimate goal is still national at root.
International negotiation can be about life and death, literally, and even survival of the entire planet. In the cold war period, Russia and America engaged in an endless series of Strategic Arms Limitation Talks (SALT) to prevent the horrors of mutually-assured destruction (MAD). More recently, negotiations on limiting global warming have met with limited success that may yet (depending on who you believe) lead to even more damaging outcomes than nuclear war. The madness of not agreeing on matters of global destruction illustrates well the difficulties of international negotiation. It is easy on the international stage to paint yourself into a corner, and for personal posturing and political ambition to morph into extreme and ultimately foolish acts.
Unit 6
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