PLANNING AND PREPARING YOUR MARKETING … Marketing Strategy...The short-term goal is not landing...

PLANNING AND PREPARING YOUR MARKETING STRATEGY

3-Your Marketing Strategy -5. 1 -

2012 KHMGT. All Rights Reserved. This material is provided for the sole use of this company and licensed users. Any reproduction, distribution or dissemination of this

material may not be done without the express written consent of KHMGT.

OVERVIEW It is important to develop relationships that will help you acquire the right career opportunity. There are several ways to accomplish this. The short-term goal is not landing the job. Your first goal is simply getting in front of a decision-maker who can evaluate your fit and value in an organization or industry. Even though your first goal is achieving a career position, you need to remember to take each step towards your goal without trying to bypass or shortcut your plan. Remain persistent and motivated.

Top producers and decision-makers understand the importance of building lasting relationships.





KEY ELEMENTS

Dos Don’ts

• Discover unconventional avenues of search

• Go beyond your comfort zone • Be considerate of others’ time • Be polite to everyone • Be well prepared and well

dressed • Remain positive—no matter

what • Research the company, the

industry and the individuals • Know their competition, their

customers and their products and services

• Control the meeting/interview • Be persistent • Establish a career focus • Take care of your health • Develop long-term relationships • Be yourself

• Use tricks

• Ask for a job

• Accept/reject any offer of employment

• Enter into salary discussions

• Limit yourself

• Be insincere





PRINCIPLES OF A CAREER BUSINESS MEETING

The First Principle: We work for people, not organizations.

The Second Principle: Since these people have business needs, they look to those who can best help them to solve their problems, whether those problems are real or perceived.

The Third Principle: Those who make hiring decisions are always on the lookout for good talent. They want to meet and talk with others who are interested in their company and their goals.

The Fourth Principle: If you can identify the problem(s) that a key decision maker has, and if you can demonstrate your ability to solve the problem, you can attract interest in your abilities.





POINTS TO CONSIDER

Do your market research. How many options do you have? What are they? What are the best avenues for pursuing each option?

Narrow these options down to those that utilize and embrace your talents. What skills are required? Do you have those skills? Center your attention on those options. Confirm how well you fit by meeting with others.

Can I replace the person who performs just enough to get by? Can I replace the person who is not dependable and who is already targeted for replacement? Can I fill the shoes of the person who is about to be promoted and who needs to be replaced before they can move on?

Demonstrate your abilities and take the course of action to getting the offer and negotiating the best offer possible.

Promote yourself!

Learn how you might fit in.

Create a clear path & confirm your fit.

Know your options.





OTHER PRINCIPALS AND STRATEGIES

The business world is made up of people. It is not an impersonal conglomerate

of machines and statistics. Finding the right job or getting a promotion has

always been about developing relationships with others.

How quickly you move upward or how quickly you move on to a new career will

be in direct proportion to how well you can build upon existing relationships or

how well you can develop new ones.





OTHER PRINCIPALS AND STRATEGIES

The experiences of the vast majority of job seekers show that the single most powerful avenue to getting a job is accessing the informal job market. First of all, it is not practical to believe that anyone you visit with will have or know of a specific opportunity. It is also unlikely that, if they did, that the opportunity would be a good match for you. Career Business Meetings are conducted to learn more about a particular industry, company or problems. We call these Career Business Meetings. Unlike job interviews, there is no known opportunity at the onset. Those who are most effective at this are constantly testing the waters without ever actually asking for a job. The cardinal rule of these meetings is…NEVER ASK FOR A JOB. If you do ask for a job, you put the other party in an awkward position. You force the other party into saying “no” or into declining you in some other way. This does not help you achieve your true objective.

Remember: You are not attempting to hide the fact that you are looking for a job, you are just not emphasizing it.

You are actively involved in a marketing campaign to learn potential target markets, the needs of those markets and where your background and skills might best be suited for those markets.

Remember: You are also learning what your value in those markets might be. By telling them up front that you do not expect them to have a job or know of a job, you remove the implied pressure of the meeting.





PRINCIPLES AND STRATEGIES

People are more comfortable with affirmative answers. People don’t like to deliver negative messages.

Approach others gradually and provide situations that give them the opportunity to be affirmative. Since it is unlikely that anyone, at any specific time, will know of any jobs that meet all of your criteria, your approach must be rational. Never demonstrate that you hope that a particular job exists. Your goal, at this time, is to simply build a relationship. Stay true to your purpose and remember that you do not expect the individual to have or know of any job at this time. No matter how you communicate your message, you must remain unwavering with this notion. Concentrate on achieving one objective at a time.

People want to be recognized for their stature or their achievements. Understand why you wish to speak to this person, in this organization and in this industry. Have a reason to be reaching out to this decision maker. Do your research!

People enjoy sharing information. Giving advice allows others to feel recognized for their true worth. They feel appreciated when others ask them for advice.

No one likes to be surprised. Whenever possible, start gradually with a letter of introduction, a phone call or a referral from a common acquaintance.






REMEMBER THESE BASIC TENETS

TENET NUMBER ONE: BUILD A RELATIONSHIP Build a relationship with the people you meet. Build that relationship on mutually shared information about them and about you. Know that they understand your objectives and your capabilities. Develop relationships by taking a genuine interest in the people you meet. How you feel about this individual will be mirrored by their feelings about you.

Building relationships is all about being genuine and sincere. When a relationship is established, you must then make every effort to extend that feeling over time. Be a good listener. Understand the problems that face this decision maker. By utilizing good listening skills, you understand the needs, restraints and desires of the other person.






TENET NUMBER TWO: BECOME A RESOURCE Become a resource for information and the recipient of information. Share information about yourself and about the other person. Making a contact will not help if you cannot develop the relationship. By sharing information, you learn two things. First, you learn the other person’s needs. Second, you learn what skills, qualifications or experience you have that fulfills those needs. Understand that there are two milestones you must reach. You must demonstrate your ability to transfer your skills to their market, and you must demonstrate that you are not a stranger to that arena. This is why research is so important. To demonstrate knowledge, you must first acquire it.

Defining Success When you walk out of a meeting, you should leave with more information than you came in with. Success, in this case, means that you acquired new knowledge. That knowledge could be related to the industry’s issues, the individual’s concerns, potential liabilities, your ability to fit in, your value or other associations you should make.






TENET NUMBER THREE: ASK QUESTIONS Ask questions and seek opinions. Take the opinions and advice of others seriously, and make sure you understand all aspects of your strengths and liabilities. Be sincere in seeking opinions and do not reject the thoughts and recommendations of others. Never forget the first Tenet of building a relationship: Now is not the time to challenge the thoughts of others. Instead, it is a time to confirm those thoughts and learn how to overcome obstacles.

TENET NUMBER FOUR: GROW YOUR NETWORK Find others to assist with your objectives. Utilizing the knowledge of others with regard to their company or their industry is a starting point. Find out who they know. Can they recommend others you should speak with? Can they facilitate introductions? Can you use them as a future source for enlisting the assistance of others? If you have done a good job with the first Tenet, then the answer is most likely, “YES.”

Do not forget your initial objective of building relationships. Now you must seek to build more relationships. Do not attempt to jump ahead,

unless the possibility of an opportunity is clear.






TENET NUMBER FIVE: DON’T LET THE RELATIONSHIP DIE Never let anyone forget you. Keep in touch. Whether it is strictly business or a personal connection, find a reason to keep your name in front of the people you meet. It’s the little things that count: thank you notes, reminders, remembrances, common interests. Keep your name in front of others all of the time. Always let them know where you are, what you are doing and how you are doing. Be positive at all times. Never show any level of discouragement.

TENET NUMBER SIX: BE CONSISTENT, PERSISTENT, ENTHUSIASTIC Be consistent in all things. Be persistent in reaching your objectives. Be enthusiastic about your pursuit. All of this takes practice; it requires a great deal of attention. To be successful, you must keep your advisor informed of each success, each failure and each challenge.

• PLAN • PREPARE • PRACTICE

Have your strategies mapped out: a who, when, and what method. Plan ahead by putting your plan in writing. Research the industry, the company and the individual. Have intelligent questions ready, based on your preparation. Asking the right questions will go a long way toward making a good impression. Be careful not to appear unknowledgeable by asking the wrong questions.





SUMMARY

The 6 Purposes of a Career Business Meeting are …

Build a relationship Become a resource Ask questions and seek opinions Find others through new and existing relationships Don’t be forgotten Be persistent, be consistent, be enthusiastic





PHILOSOPHY AND APPROACH

Your first objective is to discuss your potential in different environments. Your career focus should always be a key element in directing the conversation. Remain sincere in what you do and don’t become rhythmic or “canned” in your conversations. Conversations should be planned—not canned.

Remember to go one step at a time. Don’t try to shortcut to the next step until you are confident that your first objective has been achieved. This process works best when you plan your work and work your plan.






You may want to write first, call or e-mail. Depending on the relationship you have, you must select the right approach. If you already know the individual well, a phone call may be most appropriate. For someone you have been out of contact with for some time, an e-mail might be best. For those you have never met, a more formal letter might fit the bill. When someone offers the name of a friend or acquaintance, find out whether you should call or if they would prefer to facilitate an introduction.

First: Prepare your contact.






Be consistent with your delivery and your message. Be persistent in reaching the person you wish to contact. Remain enthusiastic in your tone and approach. Establish times that are agreeable to all and keep it professional, but inject a personal touch. Office settings are usually best for meetings. If you know the person very well, other quiet settings might be appropriate as long as you can concentrate and listen to each other comfortably.

Second: The phone call.






You must control the tone and direction of the meeting. Let the other person have time to respond and dialogue with you, but do not let them throw you off track. Open the meeting. Outline your goals. Start the conversation with a positive attitude. You should have your map for this meeting already drawn up. To reach your objectives, you must stay on course. You must learn to casually redirect the conversation if it goes off course.

Third: Control






Don’t give the wrong impression. If you are grilling the other person, it puts them on the defensive. Don’t be patronizing. Be careful not to start by handing them a resume. This places them in an awkward position and conveys the wrong message. Make this a learning exercise for you and for them. Find out which skills you have that are most valuable. Don’t ask for their opinion of your resume. At this point, you are trying to learn what they think of your skills, qualities and qualifications. Postpone discussions about your resume to another time or discuss it at the end of this meeting. Career advice and instruction on resumes is not necessarily the same thing. Be a good listener. Be patient and do not interrupt. Allow time to hear and to be heard.





PHILOSOPHY AND APPROACH Writing a resume that everyone will find totally acceptable is not easy; don’t even try. For each person you meet, you could end up with a different resume. It is often best to use a functional resume for networking into new industries or job functions, but to use a chronological or hybrid resume for advertised positions. If there are obstacles that a hiring manager tells you might make it too difficult for you to transition into their industry, don’t let that distract you from your goal. It is your responsibility to maintain the direction and focus of your meeting. You can always state that you realized such obstacles might be present; however, part of the purpose of meeting with the hiring authority today is to learn how to overcome some of those obstacles.

Be prepared for constructive criticism and learn to keep the focus of your meeting.

Never be confrontational or defensive. You have gone in for information, so be prepared to hear some negative comments. If you only hear positive feedback, it might not be sincere. You have gone to someone for advice, and you should listen to that advice. Even when you feel that the criticism is unfair or excessive, you must remain positive and true to your mission.






Outlining a Business Meeting Make certain you have prepared so you can avoid going in cold. Use the following guideline to help keep you on track. Remember that the elements of this guideline might come in different places. The important thing to note is that the elements are objectives that should be met.

Work toward building a relationship

Know who you are meeting. Do your research. Look for common ground and build on that.

Become a resource

Go in with knowledge; gain more knowledge; ask intelligent questions; think of possible solutions.

Ask questions and seek opinions

Discover your obstacles. Learn how others have either already overcome such obstacles or how they feel they would.

Find others through new and existing relationships

Find out who else might be a valuable resource.

Don’t be forgotten

Keep in touch. Find reasons to keep your name in front of others. You won’t be remembered if you don’t take responsibility for following up. Send a thank you note, a birthday greeting or any other common ground reminder.

Be persistent, consistent, and enthusiastic

Don’t give up. Don’t change your method—unless it is to refine the process. Always exhibit enthusiasm (even if you don’t feel enthusiastic about your progress).






BUSINESS MEETINGS WITH THOSE YOU KNOW Often, those you know hold the key to helping you get to the next person in your

inner circle of influence. The problem most people encounter is that they approach their internal network with the wrong questions and/or the wrong message. You must first decide who has the greatest potential benefit for you. Many times, former employers, business associates, clients and others with whom you have worked closely fall into this group. Do not automatically assume that these individuals are aware of all of your achievements or that they will not provide additional information key to your search efforts. They must be on the same page with you. They must know your goals. They must know how you will be presenting your goals and achievements to others. Anyone you have ever met can be of great value to you. If you fail to tap into this potential, you could miss out on important opportunities later on. Your written achievements should be used as a tool to drive your meetings. This tool will help them understand the scope of your achievements and responsibilities over the years.






BUSINESS MEETINGS WITH THOSE YOU DON’T YET KNOW Research, Research, Research You must be very thorough in your research effort. The best way to build a network, where no network previously existed, is to develop your focus on industry and function. You can then begin to research which companies are of interest based on geography, size and environment. Research is a key element in developing this new network. You can also effectively build and cultivate rapport by establishing some common ground with the decision maker. Asking the right questions will either demonstrate what you know or what you don’t know. To be effective in asking questions, you must do the research so that you know how to ask intelligent questions that demonstrate your knowledge of an otherwise unfamiliar industry.

o Who are the top competitors? o Who are the customers? o What are the key products or services they provide?





PHILOSOPHY AND APPROACH You must be prepared to do no less than 2 ½ hours of research for every ½ hour

of planned meeting time.

Now that the research has been completed, you can begin your approach to the

organization and/or individual.

Preparation and research is essential.





WHAT TO SAY IN YOUR BUSINESS MEETING

Many people in career changes recognize that networking is essential to their search. They commit themselves to arranging face-to-face meetings with others, whether they know them or not. Arranging to meet with all of the friends, professional acquaintances and corporate decision makers you can is just the first step. You must also know what it is you are going to say once you get in that meeting.

Prepare Never allow yourself to be viewed as a time waster. Other people’s time is important, and you should have an agenda prepared before each meeting. Decide what you’d like to find out, then prepare questions to learn what it is you need to know. Review the following list of questions. Choose questions that are best suited for your situation, then rephrase them to match your individual situation and speaking style. Develop your own questions too, but remember, your time is limited. It is a good idea to leave a little bit for future discussion.






QUESTIONS ABOUT WORK • Could you describe a typical workday for me?

• What skills are required in your position on a day-to-day basis?

• What parts of your job do you find most challenging?

• Despite these challenges, what motivates you to remain in this industry?

What do you find most enjoyable?

• Are there any dangers I should be aware of?

• Which seasons of the year are the most challenging in your job?

• I’d like to walk through and see with my own eyes where the work is

done here. Is that a possibility?






QUESTIONS ABOUT THE INDUSTRY • How might someone like me fit into this industry?

• How many people are entering this profession?

• What developments are on the horizon that could affect future

opportunities?

• My research tells me that this industry has changed dramatically in the

past five years. What have you seen from inside your company?

• What trends do you see impacting the future?

• Do you see this industry as stable? How does the stability/instability

affect employee morale?

• What is the number one reason people leave this

field/company/industry?

• Who are the most important people in the industry today?

• Which companies have the best track record for promoting women and

minorities?

• Are there opportunities for self-employment in your field? Where?






QUESTIONS ABOUT MONEY AND ADVANCEMENT

• What is my earnings potential in this field?

• Tell me about your own career path.

• What would you change about your career path? Why?

• What should a motivated achiever expect as a reasonable timeframe for moving up?

• What qualities or credentials are typically found in the background of most senior level executives in this industry?






QUESTIONS ABOUT SKILLS AND EXPERIENCE

• What educational preparation would you recommend, if any?

• Tell me about the qualifications you seek in a new hire.

• How do most people enter this profession?

• Which of my skills are best suited to this field?

• How does my experience fit into this area/company/field? What types of positions would I be most qualified for?

• Help me evaluate my achievements and experience.

• Are there other avenues I should be aware of before proceeding further with my job search?

• What companies might be interested in hiring someone with my background?






QUESTIONS ABOUT FITTING IN

• Considering my background, how well do you think I would fit in this company and/or profession?

• What can you tell me about the company’s culture?

• Would the work involve any lifestyle changes such as frequent travel or late-night business entertaining?

• Given your extensive experience with people, what qualities and attributes do you think point towards success?

• Taking into account my skills, education and experience, what other career paths would you suggest I explore before making a final decision?






HOW TO STAY WELL INFORMED

• What are the best resources for up-to-date information on salaries, employers and industry issues?

• Are there any professional journals and organizations I should be aware of?

• What else you do think I need to know?

• I am hoping to speak with other industry professionals, who do you think would be most valuable?





“WHO DO YOU KNOW?”

Former Employers

Bankers and Financial Consultants Accountants Lawyers

Business Executives, Owners

Past Business Associates Clergymen

Politicians, Civic & Community Leaders

College Professors, Deans, Admin.

College Alumni, Fraternity/Sorority Salesmen

Doctor, Dentist

Consultants Insurance,

Real Estate, Stocks Friends, Relatives Other





Published or advertised positions require you to demonstrate how well you fit the position’s needs. The majority of published job responses are viewed by a human resource department or a recruiter. These people must see you as a “perfect fit” for the position. This is not to say that you should not respond to advertised positions that are not a perfect fit for you. You should, but you need to draw attention to the areas where you do qualify. Look at the examples in the sample letter section for approaches you can use when responding to a published opportunity.

Follow up: Unless the advertisement demands that you do not call or is a blind ad, you must make sure to follow up on some level. Since there are no guarantees in a career search, you are always looking for ways to increase your chances. This statement applies to all avenues of career search and not just to published positions. Everyone understands that there are no guarantees in career search; however, it is important to always look for ways to increase your chances of success. When you respond to an ad, you are being reactive. This places you in a defensive posture. While the published market offers some degree of opportunity, a more proactive approach takes you farther in your career search.





NEWSPAPERS, INDUSTRY PUBLICATIONS, TRADE JOURNALS, THE INTERNET The individuals who review resumes in response to an advertised or published

position rarely see all of the resumes that answer the ad.

When the first half of the resumes that come in contains four or five viable candidates, there is little incentive to look beyond that group. If resumes are being electronically scanned and only a few match the key word criteria, then all of the other resumes typically are ignored. When the search has been refined, the review process is placed on hold until the initial screening process confirms or eliminates some of those entries. In either case, if enough are confirmed, this initial phase of resume review is over, and other qualified applicants are never given a chance.

Timing Strategy: A recent ad will generate the majority of responses in the first few days. Sending a second and a third inquiry later on (within the next 7-10 days) often makes your resume stand out, simply because you don’t allow it to get lost in the sea of initial responses to the advertised position.

Research Strategy: Do some quick research on the company. Learn who they are and who the decision makers are and try a business meeting approach. You may get right to the decision maker; or he may refer you to a subordinate who is in charge of hiring. In either of these cases, you win.





COVER LETTERS TO EMPLOYERS

APPROACH 1

Determine what qualifications the employer needs. Next, determine which of your qualifications match those requirements. Design your cover letter to demonstrate how your qualifications match the qualifications stated in the advertised position.

It is important that you send a second letter to follow up your inquiry. The second follow up may or may not make any reference to the first letter and resume sent. This letter is sent 3-7 days later. You should consult your advisor regarding your specific follow-up strategy.

This letter uses the same strategy as the second letter. At this time, you may want to mention previous submissions and use a different format to demonstrate why you feel you fit the criteria of the position.

See the letter sample section of this manual for ideas and always confer with your advisor before mailing out your letters.

Letter #3:

Letter #2:

Letter #1:





THE TELEPHONE CALL

This is sometimes a tough call to make. You may feel that the person on the receiving end of the call will not appreciate your call. Therefore, this call must be very focused and succinct. However, be prepared for the best and be ready to carry on a lengthier conversation if necessary. Since no one can guarantee that your correspondence was received, then your call should start with the premise that you want to ensure your resume arrived. You must understand that employers, recruiters and sometimes decision makers hope to avoid such phone calls. It is very important to be brief, non-confrontational and to the point.

Review the telephone guidelines section for phone strategies and seek the assistance of your advisor before making calls if you are uncomfortable with

the process of following up.





GETTING TO THE DECISION MAKER Most decision makers don’t personally review the initial run of resumes. A subordinate, a recruiter or someone in the human resource department begins the process of elimination. You might want to do a little research and see if you can arrange a meeting with the decision maker. Your advisor will assist you in researching and approaching these people.

Review the section on letter samples and the telephone follow-up section for guidelines on how to market yourself to a decision maker for advertised

positions.





DEALING WITH RECRUITERS A few small recruiting firms still review resumes manually, by visually scanning each one that comes in. However, an increasing number of recruiting firms are using modern scanning technologies. This is also true for human resource departments. . Large recruiting firms have websites for posting resumes. Some recruiters will only accept electronically mailed resumes, and some of larger firms only accept resumes posted online at their website. You must know each recruiter’s preferences. Recruiters are looking for a specific “fit” for the company they are conducting the search for. It is not in their best interest to assist anyone who wants to make a career change, unless the company they represent has specified that the candidate may have a different background. Recruiters work for companies and look to fill the company’s specific needs in the candidate selection process.





DEALING WITH RECRUITERS Another way to approach recruiters is to identify those who specialize in your field and/or industry. For example: To identify the right recruiter, you must know the following:

Industries the recruiter specializes in. Functions the recruiter specializes in. Income levels the recruiter focuses on.

Knowing this will help you target recruiters and increase your odds of getting in front of the right person. Your advisor is equipped to help you with this process.





DEALING WITH RECRUITERS

Know your recruiter: It doesn’t hurt to attempt to build a relationship with recruiters. You may know someone who has dealt with a recruiter in your field, or you may try to cultivate a relationship with a direct approach. Remember that recruiters have thought patterns just like other contacts. Building a relationship with someone who is in touch with key players in your industry of choice may help you somewhere down the road. Review the recruiter letter samples in the cover letter section of this book for information about how to approach a recruiter, and discuss these letters with your advisor before sending out a letter of your own.

It is important that you involve your advisor in your approach to the advertised/published markets.





UTILIZING THE INTERNET

Using the Internet for a job search can be deceiving. While it may look as though there are plenty of available jobs, remember several important facts:

Competition There are thousands of resumes submitted on average for each job posted. You are competing with hundreds or thousands of other applicants for a posted position.

Aged data Recruiters and HR departments may leave a posted position on a job board even after it has been filled. This may be done to increase applicant flow for future needs, or they may have simply neglected to remove it. In either case, you may be applying for a position that has already been filled.

Results Job boards produce poor results for each applicant. In January of 2002, the nation’s most popular job board reported in the Wall Street Journal that they provided jobs for less than 2% of the people who submitted resumes. The second highest job board reported less than 1% placement, and the percentages continued to decline for the third most popular and so on.

It is not a mistake to use job boards, but it is a mistake to rely on them. With such small odds for success, these avenues must also be used wisely.





UTILIZING THE INTERNET It is common for Internet sites to require you to enter information, including your resume, on their website in a particular format. While this can be time consuming, it may also be necessary for you to be considered for certain opportunities. You should understand that some job boards create revenue by selling information from the submissions of applicants. This will create “spam” (additional junk mail) in your e-mail inbox. Read disclaimers carefully. You should determine how and if companies might subscribe to a specific site. Important: Your current employer’s agent may review candidates and discover your resume. Be discreet. Be careful where you post your resume, consider posting your information anonymously and use a separate e-mail account that does not reveal your name for receiving responses. If you do not want to receive unwanted spam e-mail or have your personal data available to others, you may want to reconsider the use of some job boards. Use only widely accepted formats when e-mailing or attaching resumes via the Internet. Use current versions of Word, ASCII or HTML versions where appropriate. See your advisor for assistance if you are unsure which format or version to use

when submitting your resume to a website or when e-mailing.





UTILIZING THE INTERNET Company websites are becoming more popular for job search. They offer opportunities specific to their own needs. Be prepared to be proactive and search for ways to get in front of the decision maker, just as you would when approaching other published jobs. Research companies to help you determine which companies may be a better fit for you. Don’t forget that a close fit to the position is most helpful, because HR departments are not in the business of career transition. Since the largest job boards provide limited opportunity, consider how limiting

smaller job boards and company websites are likely to be.

Private job boards are limiting, no matter what the source.





UTILIZING THE INTERNET

When using the Internet for any job search purpose, make good use of your time. Plan your daytime hours wisely.

DON’T USE DAYTIME HOURS TO RESPOND TO ADS.

Morning, Evenings and Weekends It is best to search the Internet for jobs using morning, evening and weekend hours. Since decision makers are not typically reviewing resumes submitted over the job boards, save your weekday, daytime hours for a more proactive approach to decision makers.

Time is irreplaceable. Make the best use of your time. Manage your time smartly. Don’t allow yourself to get caught up with the easier and less productive avenues of search during valuable daytime hours.

Good time management skills are required in job search, just as they are on the job.





HOW TO IDENTIFY OPPORTUNITIES IN THE MAKING

What are News and Events?

An event is any information you read about, hear about in the news or see on television or on any other application. Whatever has happened, is currently happening or might happen may present an opportunity.

Here are some examples of where news and events are found: Promotion or the recruitment of an

executive An ad for a product or service in an

industry you are targeting

New capital: Raised through public offerings

Merger and Acquisition announcements

Major bank financing Trade Journal articles

Leases: New buildings or new office space in the business section

Published studies involving an area of your own expertise or interest

Any article featuring an executive Transfers

Published quotes by executives Retirements

Announcements of an expansion Resignations

An article discussing the problems facing a company Deaths

Rapid growth of a company Management Profiles

Company relocation A change in management can mean that a position has been vacated, and that the executive in a new position may be looking for “new blood” that would better fit a personal management style or change in corporate culture. The change in company due to proprietorship or location may indicate the need for new blood. An industry shift either up or down, might indicate the need for someone with experience in cost reduction, turnaround or marketing.





WHY YOU SHOULD USE NEWS AND EVENTS

Addressing news and events creates a tremendous impact on the individual. It takes little time to locate news and events, and with a little creative effort, it is easy to capitalize on such events. Usually change represents opportunity, and change is inevitable. Companies need help to cope with change, and you can provide that help.

News and Events can be advantageous By being in the right place at the right time, you are in control. It gives you a competitive edge over others who appear to be more qualified. Desirable qualities—such as being creative, perceptive, unique, or resourceful—indicate to the person you are corresponding with that you maintain high standards. Make a dramatic, positive impression by exhibiting a desirable, assertive nature. At an opportune time, focus on the immediate need of the organization. Use meaningful communication since it allows you to be known. By heading off the competition, you increase your marketability. Employers tend to be more open to suggestions and general discussion. This approach is less threatening because it eliminates the barriers of personnel departments and gatekeepers. Deliver a tailored response that focuses on the individual success or needs of the company. Liabilities are reduced because the specific details of your background are less important. This type of response will boost the recipient’s ego and be more favorably received. Show a sincere interest in the person or organization.





WHERE TO FIND NEWS AND EVENTS

Newspapers: Business pages Feature articles Company advertisements Surveys

Magazines: Local Business Journals General news and business magazines (such as Time and Business Week.)

Trade Journals: Industry magazines Professional publications Directories Trade catalogues Newsletters

Television & Radio: Commercials Commentaries Talk Shows

And the Encyclopedia of Associations





THERE’S MORE

Seminars

Speeches

Trade Shows

Conventions

Learn pertinent information about products, industries and/or key individuals. There is valuable information regarding key individuals in trade show directories, product literature and other industry-related materials. Creating chance meeting, attending social events and conducting an impromptu walk-in to a company of interest are other ways to gather information and generate contacts and leads.





Assess the event to determine how to best capitalize on it. Be creative. Consult with your advisor or others from the industry you are targeting to get suggestions for your approach. Assess the needs of the company. Determine how you can maximize the opportunity. Once you have identified an event which is pertinent to a single organization, you should apply that same situation to other companies in the same business. Remember, research is key. Research beyond the event. When you talk to competitors, you may learn more about the industry at-large or specific companies. These methods are used by sales pros to build relationships.





SITUATIONS TO CONSIDER IN FINDING OPPORTUNITIES

Look for growth in a particular department or division and the overall growth of a company. Be aware of any industry sector growth within a particular geographical location. Look for Capital Investment programs.

Be aware of poor earnings reports, declining sales, deteriorating financial and business conditions and escalating costs. Look for any problem that you have the expertise to help solve.

Have there been any changes in management style or philosophy, a change in a company’s emphasis or a change in management personnel that would indicate the possibilities for new blood in the organization?

Look for signs that there may be a need for additional staff to meet government regulations or for additional staff to keep up with consumer demands (sales, customer service, production.). Also, be aware that additional staffing needs for support, clerical, sales and departmental staffs may mean eventual need for additional staff in personnel, administration, finance and senior management.

Needs

Changes

Problems

Growth





RESPONDING TO AN EVENT Identify the opportunity, then send an individualized letter and follow up with a phone call. The body of your letter should refer to the source of the event. The more you relate to the situation, the greater your chances of success in gaining an interview.

Your goal in the letter is to get in front of a decision maker, not to apply for a job. Focus your letter on something that will be of interest to the recipient. You must gain your reader’s interest and attention. As always, be specific and succinct.

Offer assistance, compliments or insights, if appropriate. When you build rapport with high-level people, they may seek to employ you or give you leads to others who may be interested in you. These individuals could become contacts you can maintain throughout your career.

You may wish to make a copy of the article and attach it to your letter. This can be effective in creating the motivation for a response. Remember, however, that letters with attachments tend to get passed to a subordinate. The objective is to stimulate a favorable response to your follow-up call. Keep attachments to a minimum and only attach items that will likely get the reader’s attention.

You must look at the business world through the eyes of the employer rather than from your own perspective. Any event correspondence should address the individual’s (or company’s) recent success, problems or change. Be sincere and avoid falsely praising someone.

These Events are the single most under-utilized method of job search.

PLANNING AND PREPARING YOUR MARKETING … Marketing Strategy...The short-term goal is not landing...

Documents

Transcript of PLANNING AND PREPARING YOUR MARKETING … Marketing Strategy...The short-term goal is not landing...