Not all interviews are the same, but you do get standard questions that a lot of interviewers do tend to ask. Having decent answers for these and an idea of what is a good response can help you secure the job or a second interview. The following list is just a small selection of common interview questions with some suggested ideas on how to answer them and what not to say.


Tell me about yourself
• Keep your answers to one or two minutes and don’t ramble.
• Do not go back to childhood experiences, just give a brief outline of where you are from and where you want to be going.
• Use your CV introduction as a base to start.
• Respond in a way that leaves no doubt that you are stable, positive and very motivated. Use only positive statements.
• Always be honest.


What do you know about our company
• Make sure that you do your research. Know what their products are, how big the company is, roughly what their annual revenue is, what the reputation is of both the company and the products. Know the company’s history, mission statement, image, goal and culture.
• Project an informed interest and let the interviewer tell you more about the company.
• Be specific but without reeling off too many facts and figures unless directed. Why do you want to work for us?
• Don’t talk about what you want, the money or the car etc. Discuss their needs and what you can do for them, letting them know that you really want to be a part of the company. Let them know that you can make a definite contribution.
• Don’t just consider the here and now. Look at the future and you will project an image of longevity.

What would you do for us?
• Relate past experiences that represent success in solving previous employer problems that may be similar to those of the prospective employer. Draw on your experience and contacts, your product knowledge, industry knowledge and anything that may be of relevance.
• Clarify what they want. Do they want a true sales person or more of an account manager? How do they measure success?


What about the position do you find most attractive? Least attractive?
• List three or more attractive factors and only one minor unattractive factor, aspects to pick up on could include company reputation, the chance to work with esteemed colleagues, best products in the market, office location etc
• You need to highlight that you have assessed the market and have chosen this company as one of the main companies that you wish to work for. Why should we hire you?
• Because of the knowledge, experience, abilities and skills you possess. Draw upon past experiences and results which are of relevance and which might be of use to your potential employer. Be very positive and confident in your reply.


What do you look for in a job?
• An opportunity to use my skills, to perform and be recognized.
• The opportunity to develop further skills and the chance to progress through the company.
• Relate it to the job that you are applying to i.e. “I am especially keen in developing your breathing product line and…”
• Vague answers such as, “I enjoy meeting people, I relish challenges in my work” should be avoided.
• Be selfish and say exactly what you want and what you are looking for.

Give me your definition of a territory manager
• Keep it brief, actions and results orientated.
• Clarify your answers with the interviewer and make sure it ties up with their ideas.


How long would it take you to make a contribution to the company?
• If you have worked the same territory then you will be able to get to work that much quicker.
• Are you visiting the exact same people?
• Is it a similar product line? Are they competitors?
• Ask about the training that the company provides and any on-going development.
• Whatever you say, be positive. Talk about being a quick learner and that you are very interested in learning all there is to know about the company and products.
• Above all, be realistic. If you say you can deliver results in two days, then that is what will be expected of you.


How long would you stay with us?
• Again, be positive. Something along the lines of “As long as we both feel that I am contributing, achieving, learning and growing”.
• Look to the company to develop you and let you grow within the company.

INDUSTRY TREND QUESTIONS

Why are you leaving your present job?
• No longer provides a suitable challenge, time to move on, I wish to move into (the area this company specialises in)
• Be positive about your current job and position. Do not sit there and moan and complain about your present role.
• Again, be open and honest. References WILL be taken. The interviewer may have even talked within the industry and know your background. Describe what you feel to be the perfect working environment
• Give the interviewer your ideal working environment. This will allow you to then discuss and open it up and assess your suitability to the role. How would you evaluate your present firm?
• An excellent company which afforded me many fine experiences.
• Professional company, with reliable products.

QUANTIFYING YOUR EXPERIENCE AND ACCOMPLISHMENTS

Have you helped increase sales? Profits? How?
• Talk about several occasions, and then concentrate on one major time.
• Quote percentage profit increases, facts and figures. What were your five most significant accomplishments?
• Refer to your key accomplishments already identified on your CV.

YOUR WORK STYLE AND HABITS

If I spoke with your previous boss, what would he say your greatest strenghts and weaknesses are?
• Make sure you really focus and emphasize your skills.
• Do not be overly negative about your weaknesses; it’s always safe to identify a lack of a skill or experience as a shortcoming rather than a personal characteristic.
• Suggest that they do. This will exude confidence and maturity.

Can you work under pressures, deadlines, etc?
• Yes. Quite simply, it is a way of life in business.
• If you are able, provide details of a past example where you have worked under pressure and met deadlines.

In your present position, what problems have you identified that had previously been overlooked?
• Be sure to say about the problems and then how you overcame the problems.

What is the most difficult decision you ever had to make?
• Attempt to relate your response to the prospective employment situation.
• Any scenario response should always finish with a positive outcome.

SALARY QUESTIONS

How much are you looking for?
• You want to get over that it is the job you are interested in and then say what you think you are worth in the market place. How much do you expect if we offer this position to you?
• Be careful. The market value of the job may well be the key answer “My understanding is that a job like the one you’re describing may be in the range of £…” What kind of salary are you worth?
• Have a specific answer in mind… don’t be hesitant.

PERSONALITY QUESTIONS

What was the last book you read, movie you saw?
• Talk about books, sports or films to represent balance in your life.
• Stick to something fairly mainstream or classic.

How would you describe your own personality?
• Balanced, fair, honest, reliable, professional, motivated, outgoing, tenacious etc.
• Consider the role you are applying for. Think if it is an out and out sales role or is it a marketing position or account management. What are your strong points?
• Present at least three and relate them to the interviewing company and job opening.
• Tailor your answer to meet the needs of the employer “I see myself as a goal orientated individual…” Discuss how in your previous role you achieved above projected results.
• We all have strong points. If you are struggling then take a good look at your self! What are your weak points?
• Do not say you haven’t any.
• Try not to cite personal characteristics as weaknesses, but be ready to have one if the interviewer presses.
• Try to transform your response and the question into strength “I’m the kind of person who likes challenges and gets involved from the start to finish which some people may see as interfering. I see it as a strength as I like to make sure that the job gets done correctly.

MANAGEMENT AND EXPERIENCE QUESTIONS

What is your management style?
• This is a question that needs to be carefully considered. Use terms such as open door, approachable, fair, results driven, focused and a team player.

Are you a good manager?
• Give an example. Why do you feel that you have top managerial potential?
• Keep your answers achievement and task orientated, emphasizing your management skills – planning, organizing, controlling, interpersonal etc.
• Describe relevant personal traits.

What did you look for when you hired people in the past?
• Skills, initiative, adaptability etc

Did you ever fire anyone? If so, what were the reasons and how did you handle it?
• Describe the situation and how you spoke with the person and explained precisely but tactfully where they were underachieving.

What do you see as being the most difficult task in being a manager?
• Do not imply any difficulties that are insurmountable.

What is your biggest weakness as a manager?
• Be honest and end on a positive note.
• You should also be prepared to answer questions about your health, more technical questions related to your qualifications, research or your current job, plus any interests and hobbies that you have mentioned on your CV or application form.

AND QUESTIONS TO LOOK OUT FOR!!

• You see this pencil sharpener, sell it to me.
• If you were a plate of food, what would you be?
• If you were in my shoes, how would you run this company?
• How many grains of sand make a heap?
• What three things would you put in Room 101?
• Tell me a joke.
• Give me one recent example of how you’ve shown initiative.
• What mistakes have you made during your career?

 

During the 90’s, a variety of hand-held electronic devices were introduced in response to the perception that consumers had more information to manage than ever before and less time to manage it.

Amongst the first to be launched was the ‘Apple Newton’, a notepad and organizer with the distinctive feature of handwriting recognition, which meant notes could be stored digitally. Sales were very disappointing, which was attributed to the poor performance of the character recognition rather than lack of market opportunity.

Numerous companies launched similar and improved products that came and went including products from companies like Motorola, but sales continued to be disappointing. Then Palm Pilot was launched, a hand held digital personal organizer that was significantly less expensive than its predecessors. Palm Pilot sold millions of units, making it the most rapidly adopted computer product in history. So why was it successful? I would contend that a key determinant was how these brands were positioned.

Successful positioning involves affiliating a brand (see previous article in issue 2) with a category that consumers can readily grasp, and differentiating the brand from other products that belong to the same category. For sustained success, a brand must also be linked closely to consumer’s goals. Therefore successful positioning requires the performance of four tasks:

 Careful definition of what the brand is.
 Clear and meaningful differentiation from similar products.
 Deepening of the brand and connection to consumer’s goals over time.
 Disciplined defense of the position as competitor’s react and consumer tastes change.

Traditional approaches to positioning focus on brand definition and differentiation. Together these components emphasize the relationship between the product and it’s competition. The brand is defined for consumers by highlighting the features that it shares with other products, that is, it’s point of parity. Brand differentiation is then introduced by identifying a point or points of difference that allows the brand to dominate competition on a benefit or benefits that are important to consumers.

Returning to my example, Palm Pilot was successful because it was defined to the consumer as a digital personal organizer. This was credible to consumers because the product delivered the key benefit associated with that category, convenient organization of personal information. It was differentiated from the earlier entrants by its ease of use, particularly with respect to synchronizing information with the users desktop or laptop.

Once a brands position is defined, it needs to be differentiated from other members of the category. In our industry, it could be Operating Tables, Operating Lights, Defibrillators or Gloves. Typically this differentiation focuses on how the brand dominates its competitors with respect to a benefit that is important to consumers. The strongest competitive position in which to be is one where a brands point of difference on the primary benefit motivates consumers to buy the category. Whatever the basis for differentiation, an effort should be made to give consumers a reason to believe that the brand possesses the benefit. In some cases, support for differentiation is in terms of image – which uses the brand and the occasions on which it is used. In our case, that would be a prestigious hospital, department or eminent surgeon of world renown.

Even when the principles of positioning are understood, there are a variety of barriers to their successful implementation. When entering a category where there are established brands, the challenge is to find a viable basis for differentiation. A frequent occurrence is that the superiority claim selected is not the one that is important to customers. Care must be taken to ensure that your point or points of differentiation are important and relevant to your customers. Several years ago this is an error that my team and I experienced first hand. Fortunately we recognized the error in our strategy and corrected it quickly.

A variant of this problem emerges when a benefit, which a company dominates, is important to some consumers but not the ones who are responsible for brand choice. An example could be where the benefit is not important to the Business Manager, Departmental Manager or Surgeon at your hospital but it is important to the patient. Some of the more enlightened decision makers may take it into account, but generally they don’t.

One way to address the concern that any single benefit may be important to some segment of consumers is to claim multiple benefits. By doing this, the calculation is that the brand will offer something for everyone. This approach however may also emerge as a compromise when strategists cannot agree on an approach. Once a position is developed, most activity is directed towards sustaining it. Sustaining a benefit over time can often serve as a barrier to competitive entry. Sometimes in our industry we can see evidence of this through competitive tender specifications.

Despite the fact that a sustained position can serve as a barrier to competitive entry, companies can often abandon a position in response to some minor change in consumer preferences or in an effort to generate incremental volume and revenue for it. However, this strategy can often end in failure. As an example, the emergence of a consumer disposition against sugar in children’s cereals led to several brands with “sugar” in their name adopting a new name. In effect, these brands walked away from their “brand equity” and, not surprisingly, sales plummeted.

In summary, however good your product, if it is badly positioned sales are likely to be disappointing. If companies give careful attention to the basic principles outlined here regarding positioning of their products they are likely to be successful.

Duncan Wilson

 

 

Coaching – buzz word, latest fad, more to whip middle managers with, or, an exceptional way of creating results?

Take your pick; I know where I stood when faced with my manger telling me to go on a coaching course. Why me, I don’t need it, in fact you need it more than me, look at the sales team, the competition, the marketplace. There are reasons for the shortfall in sales & coaching is not going to change those factors.

Does this sound familiar?

Yet when we look at the sporting world, the better the athlete is, the more coaches he needs. Tiger Woods, arguably the best golfer in the world has a coach, Linford Christie, Andre Agassi, all attribute their success to their coach.

Their coaches cannot, and would not attempt to be better. They see the performance from the outside, offering insight and developing self-belief.

In business, the majority have the idea that the higher the position the less input they need. Decisions are made by virtue of experience and expertise. The reality is that the game ahead is different from yesterday, and yesterdays’ formula may not work tomorrow. Also, just because it worked for the MD, it may not necessarily work for the sales manager.

I have spent 15 years within the Pharma/ Medical devices industry and can honestly say there has only been one manager who I would have walked over hot coals for. Can you remember having a boss that inspired you, who you would do anything for? No? Maybe a teacher then? How did they do it, how did they make you feel?

The common themes that I hear are, “trusted me”, “believed in me”, “gave me confidence”. They did not call at 1800 enquiring how much you had sold, what leads had been generated, had you followed up on the leads from last week. What they actually did was to guide, encourage, listen, understand, and support. Obviously, direction was given, the sales target is X thousands, but the how was left to you. The how was discussed, options were considered but you chose the path that would take you to the target. The responsibility was yours, but the support and help was always there.

When you are told what to do, you are following instructions. If the strategy fails it wasn’t your plan, therefore not your responsibility. The end result belongs to your line manger. However, if you have determined the pathway, the outcome belongs to you. This is the essence of coaching, being able to allow a person to take responsibility within the confines of an open, trusting environment.

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“ Tiger Woods, arguably the best golfer in the world has a coach, Linford Christie, Andre Agassi, all attribute their success to their coach”

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The problem is, that most managers think they are coaching now. Of course they use the GROW model, which was the theoretical knowledge gained at a coaching course attended years ago.

GROW stands for:

G Goal
R Realism (Situation)
O Options
W Will


This is translated into:


G This is your goal
R This is your reality
O These are your options
W This is what you will do

So we are back to telling mode.

The essence of coaching is to allow the coachee to find his own solutions, so they belong to him and are his responsibility. However, if the foundations of a trusting partnership are not in place, the coachee will believe that the buck has been tied firmly around his neck and will rapidly sink. Coaching is about giving people the tools for them to happily and confidently make their own decisions.

This applies throughout the company. Too often it is the middle managers who incorporate a coaching style, only to be managed themselves by a tell strategist. The whole organisation has to adopt a true coaching culture, otherwise resentment breeds. In my situation, I was told I had to do a coaching course for no other reason than we all had to do it. So, I was really enthusiastic for the three days and sat with my shoulders to my ears, troll-like, thinking that my boss should be on the course. Of course I did need to learn how to coach effectively, but I should have been able to arrive at that conclusion myself, to be a willing participant as opposed to an indignant one.

A truly coaching led company is the company that most employees enjoy working for, and people want to work for.

Remember that brilliant boss, look to his skills and I think you will realise he was an excellent coach.

Margaret Potter works for MTR International Ltd.

For more information on coaching, training and motivational speaking please call on: 01530 224 948 or email: margaret@mtr.co.uk