c planning a career in marketing -...

596

GETTING A JOB: THE PROCESS OF MARKETING YOURSELF

Getting a job is usually a lengthy process, and it is exactly that—a process that involves careful planning, implemen-tation, and evaluation. You may have everything going for you: a respectable grade point average (GPA), relevant work experience, several extracurricular activities, supe-rior communication skills, and demonstrated leadership qualities. Despite these, you still need to market yourself systematically and aggressively; after all, even the best products lie dormant on the retailer’s shelves unless mar-keted effectively.

The process of getting a job involves the same activi-ties marketing managers use to develop and introduce products and brands into the marketplace.1 The only dif-ference is that you are marketing yourself, not a product. You need to conduct marketing research by analyzing your personal qualities (per-forming a self-audit) and by identifying job opportunities. Based on your research results, select a target market—those job opportunities that are compatible with your interests, goals, skills, and abili-ties—and design a marketing mix around that target market. You are the “product”; you must decide how to “position” and “brand” yourself in the job market.2 The price component of the marketing mix is the salary range and job benefits (such as health and life insurance, vacation time, and retirement benefits) that you hope to receive. Promotion involves communicating with prospective employers through written and electronic correspondence (advertising) and job interviews (per-sonal selling). The place element focuses on how to reach prospective employers—at the career services office, job fairs, or online, for example.

This appendix will assist you in career planning by (1) providing information about careers in marketing and (2) outlining a job search process.

CAREERS IN MARKETING

The diversity of marketing opportunities is reflected in the many types of marketing jobs, including product man-agement, marketing research, and public relations. While many of these jobs are found at traditional employers such as manufacturers, retailers, and advertising agen-cies, there are also many opportunities in a variety of other types of organizations. Professional services such as law, accounting, and consulting firms, for example, have a growing need for marketing expertise. Similarly, non-profit organizations such as universities, the performing arts, museums, and government agencies are developing

marketing functions. Event organizations such as athletic teams, golf and tennis tournaments, and the Olympics are also new and visible sources of marketing jobs.

The diversity of marketing jobs is also changing because of changes in the mar-keting discipline. The growth of interactive marketing and social media has created a variety of new jobs such as data miners and social media managers. The growth of multichannel marketing has led to the need for communication channel managers and

integration specialists. The increasing involvement and control by consumers has required public relations person-nel to become social networking experts and consumer-generated content managers. Specialties in demand now include digital marketing, multicultural marketing, and viral marketing.3

Examples of companies that have opportunities for graduates with degrees in marketing include Altria,

AP

PE

ND

IX

CPlanning a Career in Marketing

ker28892_appC_596-613.indd 596ker28892_appC_596-613.indd 596 12/7/11 2:24 PM12/7/11 2:24 PM

597

AP

PE

ND

IX C

PL

AN

NIN

G A

CA

REER

IN M

ARK

ETIN

G

American Express, Geico, Google, Hallmark, Hewlett-Packard, Macy’s, Marriott, McGraw-Hill, Radio Shack, Sherwin-Williams, and Scottrade. Many of these compa-nies have also appeared on Fortune’s list of the “100 Best Companies to Work For.”4 Most of these career opportunities offer a chance to work with interesting people on stimulating and rewarding problems. As a product manager commented, “I love mar-keting as a career because there are different challenges every day.”5

Recent studies of career paths and salaries suggest that marketing careers can also provide excellent opportunities for advancement and substantial pay. For example, one of every eight chief executive officers (CEOs) of the nation’s 500 most valuable publicly held companies held positions in marketing before becoming CEO.6 Similarly, reports of average starting salaries of college graduates indicate that salaries in marketing compare favorably with those in many other fields. The average starting salary of new marketing undergraduates in 2011 was $44,432, compared with $31,591 for journalism majors and $30,000 for advertising majors.7 The future is likely to be even better. The U.S. Depart-ment of Labor reports that employment of advertising, marketing, promotions, public relations, and sales managers is expected to grow at a rate of 13 percent through 2018, spurred by competition for a growing number of products and services, both foreign and domestic, and the need to make one’s product or service stand out in a crowd.8

Figure C–1 on the next page describes marketing occupations in seven major cat-egories: product management and physical distribution, advertising and promotion, retailing, sales, marketing research, global marketing, and nonprofit marketing. One of these may be right for you. Additional sources of marketing career information are provided at the end of this appendix.

Product Management and Physical Distribution

Many organizations assign one manager the responsibility for a particular product. For example, Procter & Gamble (P&G) has separate managers for Tide, Cheer, Gain, and Bold. Product or brand managers are involved in all aspects of a product’s marketing program, such as marketing research, sales, sales promotion, advertising, and pricing, as well as manufacturing. Managers of similar products typically report to a category manager, or marketing director, and may be part of a product management team to encourage interbrand cooperation.9

College graduates with bachelor’s and master’s degrees—often in marketing and busi-ness—enter P&G as assistant brand managers, the only starting position in its product or brand groups. As assistant brand managers, their responsibilities include developing a detailed marketing plan for a specific brand, and learning consumer, shopper, and cus-tomer insights. With good performance and demonstrated leadership, after three to six years the assistant brand manager is promoted to brand manager, then after four to eight years to associate marketing director, and after three to eight years to marketing direc-tor. These promotions often involve several brand groups. For example, a new employee might start as assistant brand manager for Folger’s coffee, be promoted to brand manager for Crest toothpaste, become an associate marketing director for P&G’s soap products, and finally a marketing director for a different brand group. Other positions important at P&G include launch leader and consumer market knowledge manager.10

Several other jobs related to product management (Figure C–1) deal with physical distribution issues such as storing the manufactured product (inventory), moving the product from the firm to the customers (transportation), and engaging in many other aspects of the manufacture and sale of goods. Prospects for these jobs are likely to increase as wholesalers try to differentiate themselves from competitors by increasing their involvement with selling activities and by offering more services such as installa-tion, maintenance, assembly, and even repair.11

Advertising and Promotion

Although we may see hundreds of advertisements in a day, what we can’t see eas-ily is the fascinating and complex advertising profession. The entry-level advertising

Product or brand managers are involved in all aspects of a product’s marketing program.


598

positions filled every year include jobs with a variety of firms. Advertising profession-als often remark that they find their jobs appealing because the days are not routine and they involve creative activities with many interesting people.

Advertising positions are available in three kinds of organizations: advertisers, media companies, and agencies. Advertisers include manufacturers, retail stores, ser-vice firms, and many other types of companies. Often they have an advertising depart-ment responsible for preparing and placing their own ads. Advertising careers are also

Product Management andPhysical Distribution

Product development manager creates a road map for new products by working with customers to determine their needs and with designers to create the product.Product or brand manager is responsible for integrating all aspects of a product’s marketing program including research, sales, sales promotion, advertising, and pricing.Supply chain manager oversees the part of a company that transports products to consumers and handles customer service.Operations manager supervises warehousing and other physical distribution functions and often is directly involved in moving goods on the warehouse floor.Inventory control manager forecasts demand for goods, coordinates production with plant managers, and tracks shipments to keep customers supplied.Physical distribution specialist is an expert in the transportation and distribution of goods and also evaluates the costs and benefits of different types of transportation.

Sales

Direct or retail salesperson sells directly to consumers in the salesperson’s office, the consumer’s home, or a retailer’s store.Trade salesperson calls on retailers or wholesalers to sell products for manufacturers.Industrial or semitechnical salesperson sells supplies and services to businesses.Complex or professional salesperson sells complicated or custom-designed products to businesses. This requires understanding of the product technology.Customer service manager maintains good relations with customers by coordinating the sales staff, marketing management, and physical distribution management.

Nonprofit Marketing

Marketing manager develops and directs marketing campaigns, fund-raising, and public relations.

Global Marketing

Global marketing manager is an expert in world-trade agreements, international competition, cross-cultural analysis, and global market-entry strategies.

Advertising and Promotion

Account executive maintains contact with clients while coordinating the creative work among artists and copywriters. Account executives work as partners with the client to develop marketing strategy.Media buyer deals with media sales representatives in selecting advertising media and analyzes the value of media being purchased.Copywriter works with art director in conceptualizing advertisements and writes the text of print or radio ads or the storyboards of television ads.Art director handles the visual component of advertisements.Sales promotion manager designs promotions for consumer products and works at an ad agency or a sales promotion agency.Public relations manager develops written or video mes-sages for the public and handles contacts with the press.Online marketing manager develops and executes the e-business marketing plan and manages all aspects of the advertising, promotion, and content for the online business.Social media marketing manager plans and manages the delivery of marketing messages through all social me-dia and monitors and responds to the feedback received.

Retailing

Buyer selects products a store sells, surveys consumer trends, and evaluates the past performance of products and suppliers.Store manager oversees the staff and services at a store.

Marketing Research

Project manager for the supplier coordinates and oversees the market studies for a client.Account executive for the supplier serves as a liaison between client and market research firm, like an advertising agency account executive.In-house project director acts as project manager (see above) for the market studies conducted by the firm for which he or she works.Competitive intelligence researcher uses new information technologies to monitor the competitive environment.Marketing database manager compiles and analyzes consumer data to identify behavior patterns, preferences, and user profiles for personalized marketing programs.

Source: Adapted from Lila B. Stair and Leslie Stair, Careers in Marketing (New York: McGraw-Hill, 2008); and David W. Rosenthal and Michael A. Powell, Careers in Marketing, ©1984, pp. 352–54.

FIGURE C–1Seven major categories of marketing occupations.


599

AP

PE

ND

IX C

PL

AN

NIN

G A

CA

REER

IN M

ARK

ETIN

G

possible with the media: television, radio stations, magazines, and newspapers. Finally, advertising agencies offer job opportunities through their use of account management, research, media, and creative services.

Starting positions with advertisers and advertising agencies are often as assistants to employees with several years of experience. An assistant copywriter facilitates the development of the message, or copy, in an advertisement. An assistant art director participates in the design of visual components of advertisements. Entry-level media positions involve buying the media that will carry the ad or selling airtime on radio or television or page space in print media. Advancement to supervisory positions requires planning skills, a broad vision, and an affinity for spotting an effective advertising idea. Students interested in advertising should develop good communication skills and try to gain advertising experience through summer employment opportunities or internships.12

Growing interest in integrated marketing programs has increased opportunities for sales promotion managers, public relations managers, and Internet marketing manag-ers. These positions require an understanding of the potential synergy of all promo-tional tools. Responsibilities include the design and implementation of sweepstakes,

sampling programs, events and partnerships, newsletters, press releases and conferences, e-mail promotions, web-content management, and permission marketing campaigns. In addition, as advertisers increase search marketing budgets, the number of search-marketing positions is increasing. Finally, many companies have decided that they need social media managers to ensure that messages can be sent to and received from the millions of people now on Facebook, Twitter, and other social media websites.13

Retailing

There are two separate career paths in retailing: merchandise management and store management (see Figure C–2). The key position in merchandising is that of a buyer, who is responsible for selecting merchandise, guiding the pro-motion of the merchandise, setting prices, bargaining with wholesalers, train-ing the salesforce, and monitoring the competitive environment. The buyer must also be able to organize and coordinate many critical activities under severe time constraints. In contrast, store management involves the supervi-sion of personnel in all departments and the general management of all facili-ties, equipment, and merchandise displays. In addition, store managers are responsible for the financial performance of each department and for the store

as a whole. Typical positions beyond the store manager level include district manager, regional manager, and divisional vice president.14

Most starting jobs in retailing are trainee positions. A trainee is usually placed in a management training program and then given a position as an assistant buyer or assis-tant department manager. Advancement and responsibility can be achieved quickly because there is a shortage of qualified personnel in retailing and because superior

FIGURE C–2Two common retailing career paths include merchandise management and store management.

Merchandise management

Store management

Merchandisedivision manager

Assistantdepartmentmanager

BuyerAssistant buyerBuyer trainee

Store (branch)manager

Departmentmanager

Managementtrainee

Retailers such as Macy’s and Bloomingdale’s offer careers in merchandise management and store management.


600

performance of an individual is quickly reflected in sales and profits—two visible measures of success. In addition, the growth of multichannel retail-ing has created new opportunities such as website management and online merchandise procurement.15

Sales

College graduates from many disciplines are attracted to sales positions because of the increasingly professional nature of selling jobs and the many opportunities they can provide. A selling career offers benefits that are hard to match in any other field: (1) the opportunity for rapid advancement (into management or to new territories and accounts); (2) the potential for extremely attractive compensation; (3) the development of personal satisfaction, feelings of accomplishment, and increased self-confidence; and (4) independence—salespeople often have almost com-plete control over their time and activities.

Employment opportunities in sales occupations are found in a wide variety of organizations, including insurance agencies, retailers, and finan-cial service firms (see Figure C–3). In addition, many salespeople work as manufacturers’ representatives for organizations that have selling respon-sibilities for several manufacturers.16 Activities in sales jobs include sell-ing duties, such as prospecting for customers, demonstrating the product,

or quoting prices; sales-support duties, such as handling complaints and helping solve technical problems; and nonselling duties, such as preparing reports, attending sales meetings, and monitoring competitive activities. Salespeople who can deal with these varying activities and have empathy for customers are critical to a company’s success. According to Bloomberg Businessweek, “Great salespeople feel for their customers. They understand their needs and pressures; they get the challenges of their business. They see every deal through the customer’s eyes.”17

One of the fastest areas of growth in sales is in the direct marketing industry. Interest in information technology, customer relationship management (CRM), and integrated marketing has increased the demand for contact with customers. For many firms this means increasing the amount of time salespeople spend with clients; for other firms

FIGURE C–3Employment opportunities in selected sales occupations (2008 to 2018).

Source: “Overview of the 2008–18 Projections—Sales and Related Occupations,” Occupational Outlook Handbook, 2010–11 Edition (Washington, DC: U.S. Department of Labor, Bureau of Labor Statistics, Spring 2008).

Percentage Average 2008 2018 Change AnnualOccupation Employment Employment 2008–2018 Growth

Insurance salesagents 434,800 486,400 12% 5,160

Real estatebrokers andsales agents 517,800 592,100 14% 7,430

Retail sales-persons 4,489,200 4,863,900 8% 37,470

Manufacturers’and wholesalers’sales representatives 1,973,000 2,116,400 7% 14,320

Securities andfinancial servicessales agents 317,200 346,700 9% 2,960

Xerox is well-known for its sales career opportunities.


601

AP

PE

ND

IX C

PL

AN

NIN

G A

CA

REER

IN M

ARK

ETIN

G

it means increased use of web conferencing technology; for still others it means sophisticated e-mail marketing. Sales & Marketing Management magazine’s People’s Choice Awards recently recognized companies such as GoToMeeting, Salesforce.com, and WebEx for providing innovative solutions that provide better relationships between salespeople and cus-tomers. Consultant Susan Aldrich observes that customers always say, “I want you to know about me and offer me things that are relevant to me.”18

Marketing Research

Marketing researchers play important roles in many organizations today. They are responsible for obtaining, analyzing, and interpreting data to facil-itate making marketing decisions. This means marketing researchers are basically problem solvers. Success in the area requires not only an under-standing of statistical analysis, research methods, and programming, but also a broad base of marketing knowledge, writing and verbal presentation skills, and an ability to communicate with colleagues and clients. Accord-

ing to Stan Sthanunathan, vice president of marketing strategy and insights at Coca-Cola, a researcher’s job “is to bring out opportunities.”19 Individuals who are inquisitive, methodical, analytical, and solution-oriented find the field particularly rewarding.

The responsibilities of the men and women currently working in the market research industry include defining the marketing problem, designing the questions, selecting the sample, collecting and analyzing the data, and, finally, reporting the results of the research. These jobs are available in three kinds of organizations. Marketing research consulting firms contract with large companies to provide research about their products or services.20 Advertising agencies may provide research services to help clients with questions related to advertising and promotional problems. Finally, some companies have an in-house research staff to design and execute their research projects. Online marketing research, which is likely to become the most common form of marketing research in the near future, requires an understanding of new tools such as dynamic scripting, response validation, intercept sampling, instant messaging surveys, and online consumer panels.21

Although marketing researchers may start as assistants performing routine tasks, they quickly advance to broader responsibilities. Survey design, interviewing, report writing, and all aspects of the research process create a challenging career. In addi-tion, research projects typically deal with such diverse problems as consumer motiva-

tion, pricing, forecasting, and competition. Successful candidates “like what they’re doing and get excited over their work, whether it be listen-ing to a focus group or running a complex data mining model,” according to Carolyn Marconi, director of marketing research for the Vanguard Group, Inc.22

International Careers

Many of the careers just described can be found in international settings—in large multinational U.S. corporations, small- to medium-size firms with export business, and franchises. The international consulting firm Accen-ture, for example, has thousands of consultants around the world. Similarly, many franchises such as 7-Eleven, which has 32,880 foreign locations, are rapidly expanding outside of the United States.23 The changes in the European Union, Brazil, Russia, India, China, and other growing markets are likely to provide many opportunities for international careers. Several methods of gaining international experience are possible. For example, some companies may alternate periods of work at domestic locations with assignments outside of the United States. In addition, working for a firm with headquarters outside of the United States at one of its local offices may

Buckle is an example of a company that encourages students to think about a job and a career.

Merck seeks diverse and collaborative employees and offers them challenging career opportunities throughout the world.


602

be appealing. In many organizations, international experience has become a necessity for promotion and career advancement. “If you are going to succeed, an expatriate assign-ment is essential,” says Eric Kraus of Gillette Co. in Boston.24

Applicants for international positions need language skills and an ability to adapt to different business models, management styles, and local practices. In addition, as multinational firms use worldwide communication technologies to build global teams of people who have never met, collaboration skills become increasingly important. Each year Accenture puts 400 of its managers into international groups who meet virtually and in many international locations to learn how to utilize the company’s worldwide resources. Similarly, IBM uses Internet-based services to make it possible for its 360,000 employees to “work as one virtual team.”25

THE JOB SEARCH PROCESSActivities you should consider during your job search process include assessing your-self, identifying job opportunities, preparing your résumé and related correspondence, and going on job interviews.

Assessing Yourself

You must know your product—you—so that you can market yourself effectively to prospective employers. Consequently, a critical first step in your job search is con-ducting a self-inquiry or self-assessment. This activity involves understanding your interests, abilities, personality, preferences, and individual style. You must be confi-dent that you know what work environment is best for you, what makes you happy, the balance you seek between personal and professional activities, and how you can be most effective at reaching your goals. This process helps ensure that you are matching your profile to the right job, or as business consultant and author Jim Collins explains, “Finding the right seat on the bus.”26

Asking Key Questions A self-analysis, in part, entails asking yourself some very important and difficult questions (see Figure C–4). It is critical that you respond to the questions honestly, because your answers ultimately will be used as a guide in your job selection.27 A less-than-candid appraisal of yourself might result in a job mismatch.

Identifying Strengths and Weaknesses After you have addressed the questions posed in Figure C–4, you are ready to identify your strengths and weaknesses. To do so, draw a vertical line down the middle of a sheet of paper and label one side of the paper “strengths” and the other side “weaknesses.” Based on your answers to the questions, record your strong and weak points in their respective columns. Ideally, this cataloging should be done over a few days to give you adequate time to reflect on your attributes. In addition, you might seek input from others who know you well (such as parents, close relatives, friends, professors, or employers) and can offer more objective viewpoints. They might even evaluate you on the questions in Figure C–4, and you can compare the results with your own evaluation. A hypothetical list of strengths and weaknesses is shown in Figure C–5 on page 604.

What skills are most important? The answer, of course, varies by occupation and employer. Recent studies, however, suggest that problem-solving skills, communica-tion skills, interpersonal skills, analytical and computer skills, and leadership skills are all valued by employers. Personal characteristics employers seek in a job candidate include honesty, integrity, motivation, initiative, self-confidence, flexibility, and enthu-siasm. Finally, most employers also look for work experience, internship experience, or co-op experience. Internships “give you hands-on experience and make you a stron-ger job candidate,” explains Arlene Hill, director of career development at American University’s Kogod School of Business.28


603

AP

PE

ND

IX C

PL

AN

NIN

G A

CA

REER

IN M

ARK

ETIN

G

Taking Job-Related Tests Personality and vocational interest tests, provided by many colleges and universities, can give you other ideas about yourself. After tests have been administered and scored, test takers meet with testing service counselors to discuss the results. Test results generally suggest jobs for which students have an inclination. The most common tests at the college level are the Strong Interest Inventory and the Campbell Interest and Skill Survey. Some counseling centers and career coaches also use the Myers-Briggs® Type Indicator personality inventory and the Peoplemap™ assessments to help identify professions you may enjoy.29 If you have not already done so, you may wish to see whether your school offers such testing services.

Identifying Your Job Opportunities

To identify and analyze the job market, you must conduct some marketing research to determine what industries and companies offer promising job opportunities that relate to the results of your self-analysis. Several sources that can help in your search are discussed next.

Career Services Office Your campus career services office is an excellent source of job information. Personnel in that office can (1) inform you about which companies will be recruiting on campus; (2) alert you to unexpected job openings;

FIGURE C–4Questions to ask in your self-analysis.

Interests

How do I like to spend my time?Do I enjoy working with people?Do I like working with tangible things?Do I enjoy working with data?Am I a member of many organizations?Do I enjoy physical activities?Do I like to read?

Abilities

Am I adept at analysis?What are my hardware, software, and operating system

skills?Do I have good verbal and written communication

skills?What special talents do I have?At which abilities do I wish I were more adept?

Education

How have my courses and extracurricular activities prepared me for a specific job?

Which were my best subjects? My worst?Is my GPA a good indication of my academic ability? Why?Do I aspire to a graduate degree? Before beginning my

job?Why did I choose my major?

Personal Goals

What are my short-term and long-term goals? Why?Am I career oriented, or do I have broader interests?What are my career goals?What jobs are likely to help me achieve my goals?What do I hope to be doing in 5 years? In 10 years?What do I want out of life?What work–life balance do I prefer?

Personality

What are my good and bad traits?Am I competitive?Do I work well with others?Am I outspoken?Am I a leader or a follower?Do I work well under pressure?Do I work quickly, or am I methodical?Do I get along well with others?Am I ambitious?Do I work well independently of others?

Desired Job Environment

Am I willing to relocate? Why?Do I have a geographical preference? Why?Would I mind traveling in my job?Do I have to work for a large or nationally known firm

to be satisfied?Must my job offer rapid promotion opportunities?If I could design my own job, what characteristics

would it have?How important is high initial salary to me?

Experience

What previous jobs have I held? What were my respon-sibilities in each job?

What internships or co-op positions have I held? What were my responsibilities?

What volunteer positions have I held? What were my responsibilities?

Were any of my jobs or positions applicable to positions I may be seeking? How?

What did I like the most about my previous jobs? Like the least?

If I had it to do over again, would I work in these jobs? Why?


604

(3) advise you about short-term and long-term career prospects; (4) offer advice on résumé construction; (5) assess your interviewing strengths and weaknesses; and (6) help you evaluate a job offer. Career services offices are also expanding to help students connect with companies that might not recruit on campus.30 In addition, the office usually contains a variety of written materials focusing on different industries and companies and tips on job hunting. One major publication available in most career services offices is the National Association of Colleges and Employers publication Job Choices, which contains a list of employers, kinds of job openings for college graduates, and whom to contact about jobs in those firms. Another publication for students is jobpostings, which is published two times during the academic year and distributed to more than 550 colleges and universities across the United States.

Online Career and Employment Services Many companies no longer make frequent on-campus visits. Instead, they may use the many online services available to advertise an employment opportunity or to search for candidate

information. The National Association of Colleges and Employers, for example, maintains a site on the Internet called JobWeb (www.jobweb.org). Similarly, Monster.com and Careerbuilder.com are online databases of employment ads, candidate résumés, and other career-related information. Some of the information resources include career guidance, a cover letter library, occupational profiles, résumé templates, and networking services.31 Employers may contact students directly when the candidate’s qualifications meet their specific job requirements. The advantage of this system for students is that regardless of the size or location of the campus they are attending, many companies have access to their résumé. Some

job boards even allow applicants to post audio and video clips of themselves. One advantage for recruiters is that some of the job boards utilize software for performing background verification.32 Your school’s career center may also have a home page that offers online job search information and links to other Internet sites.

Library The public or college library can provide you with reference material that, among other things, describes successful firms and their operations, defines the content of various jobs, and forecasts job opportunities. For example, Fortune publishes a list of the 1,000 largest U.S. and global companies and their respective sales and profits, and Dun & Bradstreet publishes directories of more than 26 million companies in the United States. The Occupational Outlook Handbook is an annual publication of the

FIGURE C–5Hypothetical list of a job candidate’s strengths and weaknesses

Strengths Weaknesses

I enjoy being with people. I am very demanding of team members.

I am an avid reader. I have minimal work experience.

I have good communication skills. I have a mediocre GPA.

I am involved in many extracurricular I am sometimes impatient.activities.

I work well with others. I resent close supervision.

I work well independently. I work methodically (slowly).

I am honest and dependable. I will not relocate.

I am willing to travel in the job. I procrastinate unless there is a deadline.

I am a good problem solver. I lack a customer orientation.

I have a good sense of humor. I have poor technical skills.

Campus career centers and online databases such as Monster.com are excellent sources for job information.


605

AP

PE

ND

IX C

PL

AN

NIN

G A

CA

REER

IN M

ARK

ETIN

G

U.S. Department of Labor that provides projections for specific job prospects, as well as information pertaining to those jobs. A librarian can indicate reference materials that will be most pertinent to your job search.

Advertisements Help-wanted advertisements provide an overview of what is happening in the job market. Local (particularly Sunday editions) and college newspapers, trade press (such as Marketing News or Advertising Age), and business magazines (such as Sales & Marketing Management) contain classified advertisement sections that generally have job opening announcements, often for entry-level positions. Reviewing the want ads can help you identify what kinds of positions are available and their requirements and job titles, which firms offer certain kinds of jobs, and levels of compensation.

Employment Agencies An employment agency can make you aware of several job opportunities very quickly because of its large number of job listings available through computer databases. Many agencies specialize in a particular field (such as sales and marketing). The advantages of using an agency include that it (1) reduces the cost of a job search by bringing applicants and employers together, (2) often has exclusive job listings available only by working through the agency, (3) performs much of the job search for you, and (4) tries to find a job that is compatible with your qualifications and interests.33 In the past, some employment agencies have engaged in questionable business practices, so check with the Better Business Bureau (www.bbb.org) or your business contacts to determine the quality of the various agencies.

Personal Contacts and Networking An important source of job information that students often overlook is their personal contacts. People you know often may know of job opportunities, so you should advise them that you’re looking for a job. Relatives and friends might aid your job search. Instructors you know well and business contacts can provide a wealth of information about potential jobs and even help arrange an interview with a prospective employer. They may also help arrange informational interviews with employers that do not have immediate openings. These interviews allow you to collect information about an industry or an employer and give you an advantage if a position does become available. It is a good idea to leave your résumé with all your personal contacts so they can pass it along to those who might be in need of your services.

Student organizations (such as the student chapter of the American Marketing Association and Pi Sigma Epsilon, the professional sales fraternity) may be sources of job opportunities, particularly if they are involved with the business community. Local chapters of professional business organizations (such as the American Market-ing Association and Sales and Marketing Executives International) also can provide job information; contacting their chapter president is a first step in seeking assistance from these organizations. Creating and maintaining a network of professional contacts is one of the most important career building activities you can undertake.34

There are many popular social networking sites available to job seekers. LinkedIn, for example, has 120 million users, including recruiters. Other sites include Plaxo, Twitter, Jobster, Facebook, Craigslist, MyWorkster, VisualCV, JobFox, and Ecademy. Some of the sites allow users to create and post a traditional résumé while others facili-tate personalized web pages with video, audio, images, and even work samples. Bran-chOut.com can link to Facebook and pull education and work history from pages to help identify a network of friends who have worked for a specific company. Using all or many of these sites provides greater exposure. Remember, however, to be consistent in the image and information presented online.35

State Employment Office State employment offices have listings of job opportunities in their state and counselors to help arrange a job interview for you. Although state employment offices perform functions similar to employment agencies, they differ in listing only job opportunities in their state and providing their services free.


606

Direct Contact Another means of obtaining job information is direct contact—personally communicating to prospective employers (either by mail, e-mail, or in person) that you would be interested in pursuing job opportunities with them. Often you may not even know whether jobs are available in these firms. If you correspond with the companies in writing, a letter of introduction and an attached résumé should serve as your initial form of communication. One way to make direct contact with companies is to attend a career or job fair. These events allow many employers, recruiters, and prospective job seekers to meet in one location.36 Your goals in direct contact are to create a positive impression and, ultimately, to arrange a job interview.

Writing Your Résumé

A résumé is a document that communicates to prospective employers who you are. An employer reading a résumé is looking for a snapshot of your qualifications to decide if you should be invited to a job interview. It is imperative that you design a résumé that presents you in a favorable light and allows you to get to that next important step.37 Personnel in your career services office can provide assistance in designing résumés.

The Résumé Itself A well-constructed résumé generally contains up to nine major sections: (1) identification (name, address, telephone number, and e-mail address); (2) job or career objective; (3) educational background; (4) honors and awards; (5) work experience or history; (6) skills or capabilities (that pertain to a particular kind of job for which you may be interviewing); (7) extracurricular activities; (8) personal interests; and (9) personal references.38 There is no universally accepted format for a résumé, but three are more frequently used: chronological, functional, and targeted. A chronological format presents your work experience and education according to the time sequence in which they occurred (i.e., in chronological order). If you have had several jobs or attended several schools, this approach is useful to highlight what you have done. With a functional format, you group your experience into skill categories that emphasize your strengths. This option is particularly appropriate if you have no experience or only minimal experience related to your chosen field. A targeted format focuses on the capabilities you have for a specific job. This alternative is desirable if you know what job you want and are qualified for it. In any of the formats, if possible, you should include quantitative information about your accomplishments and experience, such as “increased sales revenue by 20 percent” for the year you managed a retail clothing store. A résumé that illustrates the chronological format is shown in Figure C–6.39

Technology has created a need for a new type of résumé—the digital résumé. Although traditional versions of résumés may be visually appealing, today most career experts suggest that résumés accommodate delivery through mail, e-mail, and fax machines. In addition, résumés must accommodate employers who use scan-ning technology to enter résumés into their own databases or who search commer-cial online databases. To fully utilize online opportunities, an electronic résumé with a popular font (e.g., New Times Roman) and relatively large font size (e.g., 10–14 pt.)—and without italic text, graphics, shading, underlining, or vertical lines—must be available. In addition, because online recruiting starts with a keyword search, it is important to include keywords, focus on nouns rather than verbs, and avoid abbrevia-tions. Related to this use of technology, don’t forget that many employers may visit social networking sites such as Facebook, or may simply “Google” your name, to see what comes up. Review your online profiles before you start your job search to pro-vide a positive and accurate image!40

Letter Accompanying a Résumé The letter accompanying a résumé, or cover letter, serves as the job candidate’s introduction. As a result, it must gain the


607

AP

PE

ND

IX C

PL

AN

NIN

G A

CA

REER

IN M

ARK

ETIN

G

attention and interest of the reader or it will fail to give the incentive to examine the résumé carefully. In designing a letter to accompany your résumé, address the following issues:41

● Address the letter to a specific person.● Identify the position for which you are applying and how you heard of it.● Indicate why you are applying for the position.● Summarize your most significant credentials and qualifications.● Refer the reader to the enclosed résumé.● Request a personal interview, and advise the reader when and where you can be

reached.

A sample letter comprising these six factors is presented in Figure C–7 on the next page.

FIGURE C–6A chronological résumé presents your education and work experience in the sequence in which they occurred.

Sally WinterCampus address (until 6/1/2012): Home address:Elm Street Apartments #2B 123 Front StreetCollege Town, Ohio 44042 Teaneck, NJ 07666Mobile phone: (555) 424-1648 Phone: (555) [email protected]

EducationB.S. in Business Administration, Ohio State University, 2012, cum laude—3.3 over-all GPA—3.6 GPA in major

Work ExperiencePaid for 70 percent of my college expenses through the following part-time and summer jobs:

Summer 2010 Legal Secretary, Smith, Lee & Jones, Attorneys at Law, New York, NY • Took dictation and transcribed tapes of legal proceedings • Typed contracts and other legal documents • Reorganized client files for easier access • Answered the phone and screened calls for the partners

2009–2010 Academic Years Salesclerk, College Varsity Shop, College Town, Ohio • Helped customers with buying decisions • Arranged stock and helped with window displays • Assisted in year-end inventories • Took over responsibilities of store manager when she was on vacation or ill

2006–2009 Assistant Manager, Treasure Place Gift Shop, Teaneck, NJ • Supervised two salesclerks • Helped select merchandise at trade shows • Handled daily accounting • Worked comfortably under pressure during busy seasons

Campus Activities• Elected captain of the women’s varsity tennis team for two years• Worked as a reporter and night editor on campus newspaper for two years• Elected historian for Mortar Board chapter, a senior women’s honorary society

Computer Skills• Word, Excel, PowerPoint, Outlook

Personal Interests• Collecting antique clocks, listening to jazz, swimming

References Available on Request


608

Interviewing for Your Job

The job interview is a conversation between a prospective employer and a job candi-date that focuses on determining whether the employer’s needs can be satisfied by the candidate’s qualifications. The interview is a “make or break” situation: If the inter-view goes well, you have increased your chances of receiving a job offer; if it goes poorly, you probably will be eliminated from further consideration.

Preparing for a Job Interview To be successful in a job interview, you must prepare for it so you can exhibit professionalism and indicate to a prospective employer that you are serious about the job. When preparing for the interview, several critical activities need to be performed.

Before the interview, gather facts about the industry, the prospective employer, and the job. Relevant information might include the general description for the occupation; the firm’s products or services; the firm’s size, number of employees, and financial and competitive position; the requirements of the position; and the name and personality of the interviewer. Obtaining this information will provide you with additional insight into the firm and help you formulate questions to ask the interviewer. This information might be gleaned, for example, from corporate annual reports, The Wall Street Journal,

FIGURE C–7A sample letter accompanying a résumé provides the job candidate’s introduction.

Sally WinterElm Street Apartments, #2BCollege Town, Ohio 44042January 31, 2012

Mr. J. B. JonesSales ManagerHilltop Manufacturing CompanyMinneapolis, MN 55406

Dear Mr. Jones:

Dr. William Johnson, Professor of Business Administration at the Ohio State University, recently suggested that I write to you concerning your opening and my interest in a sales position. With a B.S. degree in business administration and courses in personal selling and sales management, I am confident that I could make a positive contribution to your firm.

During the past four years, I have been a salesclerk in a clothing store and an assistant manager in a gift shop. These two positions required my performing a variety of duties including selling, purchasing, stocking, and supervising. As a result, I have developed an appreciation for the viewpoints of the customer, salesperson, and management. Given my background and high energy level, I feel that I am particularly well qualified to assume a sales position in your company.

My enclosed résumé better highlights my education and experience. My extracurricular activities should strengthen and support my abilities to serve as a sales representative.

I am eager to talk with you because I feel I can demonstrate to you why I am a strong candidate for the position. I have friends in Minneapolis with whom I could stay on weekends, so Fridays or Mondays would be ideal for an appointment. I will call you in a week to see if we can arrange a mutually convenient time for a meeting. I am hopeful that your schedule will allow this.

Thank you for your kind consideration. If you would like some additional information, please feel free to contact me at (555) 424-1648. I look forward to talking with you.

Sincerely,

Sally Winter

enclosure


609

AP

PE

ND

IX C

PL

AN

NIN

G A

CA

REER

IN M

ARK

ETIN

G

Moody’s manuals, Standard & Poor’s Register of Corporations, Directors, and Execu-tives, The Directory of Corporate Affiliations, selected issues of Bloomberg Business-week, or trade publications. You should also study the LinkedIn profiles, Twitter feeds, and blogs of the people you’ll be meeting. If information is not readily available, you could call the company and indicate that you wish to obtain some information about the firm before your interview.42

Preparation for the job interview should also involve role playing, or pretending that you are in the “hot seat” being interviewed. Before role playing, anticipate ques-tions interviewers may pose and how you might address them (see Figure C–8). Do not memorize your answers, though, because you want to appear spontaneous, yet logical and intelligent. Nonetheless, it is helpful to practice how you might respond to the questions. In addition, develop questions you might ask the interviewer that are important and of concern to you (see Figure C–9 on the next page). “It’s an opportunity to show the recruiter how smart you are,” comments one recruiter.43

When role playing, you and someone with whom you feel comfortable should engage in a mock interview. Afterward, ask the stand-in interviewer to candidly appraise your interview content and style. You may wish to make a video of the mock interview; ask the personnel in your career services office where video equipment can be obtained for this purpose.

Before the job interview you should attend to several details. Know the exact time and place of the interview; write them down—do not rely on your memory. Get the full company name straight. Find out what the interviewer’s name is and how to pronounce it. Bring a notepad and pen along to the interview, in case you need to record anything. Make certain that your appearance is clean, neat, professional, and conservative. And be punctual; arriving tardy to a job interview gives you an appearance of being unreliable.

FIGURE C–8Anticipate questions frequently asked by interviewers to practice how you might respond.

Interviewer Questions

1. How would you describe yourself?

2. What do you consider to be your greatest strengths and weaknesses?

3. Describe your most rewarding college experiences.

4. What do you see yourself doing in 5 years? In 10 years?

5. What are three important leadership qualities that you have demonstrated?

6. What do you really want out of life?

7. What are your long-range and short-range career goals?

8. Why did you choose your college major?

9. In which extracurricular activities did you participate? Why?

10. What jobs have you enjoyed the most? The least? Why?

11. How has your previous work experience prepared you for a marketing career?

12. Why do you want to work for our company?

13. What qualifications do you think a person needs to be successful in a company like ours?

14. Describe a creative idea you produced that led to the success of a project.

15. What criteria are you using to evaluate the company for which you hope to work?

16. Describe a project where you worked as part of a team.

17. What can I tell you about our company?

18. Are you willing to relocate?

19. Are you willing to spend at least six months as a trainee?

20. Why should we hire you?


610

1. Why would a job candidate want to work for your firm?

2. What makes your firm different from its competitors?

3. What is the company’s promotion policy?

4. Describe the typical first-year assignment for this job.

5. How is an employee evaluated?

6. What are the opportunities for personal growth?

7. Do you have a training program?

8. What are the company’s plans for future growth?

9. What is the retention rate of people in the position for which I am interviewing?

10. How can you use my skills?

11. Why is this position vacant?

12. How would you describe the ideal candidate?

13. Why do you enjoy working for your firm?

14. How much responsibility would I have in this job?

15. What is the corporate culture in your firm?

Interviewee QuestionsFIGURE C–9Interviewees should develop questions about topics that are important to them.

Succeeding in Your Job Interview You have done your homework, and at last the moment arrives and it is time for the interview. Although you may experience some apprehension, view the interview as a conversation between the prospective employer and you. Both of you are in the interview to look over the other party, to see whether there might be a good match. When you meet the interviewer, greet him or her by name, be cheerful, smile, and maintain good eye contact. Take your lead from the interviewer at the outset. Sit down after the interviewer has offered you a seat. Sit up straight in your chair, and look alert and interested at all times. Appear relaxed, not tense. Be enthusiastic.

During the interview, be yourself. If you try to behave in a manner that is differ-ent from the real you, your attempt may be transparent to the interviewer or you may ultimately get the job but discover that you aren’t suited for it. In addition to assessing how well your skills match those of the job, the interviewer will probably try to assess your long-term interest in the firm.

As the interview comes to a close, leave it on a positive note. Thank the interviewer for his or her time and the opportunity to discuss employment opportunities. If you are


611

AP

PE

ND

IX C

PL

AN

NIN

G A

CA

REER

IN M

ARK

ETIN

G

still interested in the job, express this to the interviewer. The interviewer will normally tell you what the employer’s next step is—probably a visit to the company.44 Rarely will a job offer be made at the end of the initial interview. If it is and you want the job, accept the offer; if there is any doubt in your mind about the job, however, ask for time to consider the offer.

Following Up on Your Job Interview After your interview, send a thank-you note to the interviewer and indicate whether you are still interested in the job. If you want to continue pursuing the job, polite persistence may help you get it. The thank-you note is a gesture of appreciation and a way of maintaining visibility with the interviewer. (Remember the adage, “Out of sight, out of mind.”) Even if the interview did not go well, the thank-you note may impress the interviewer so much that his or her opinion of you changes. After you have sent your thank-you note, you may wish to call the prospective employer to determine the status of the hiring decision. If the interviewer told you when you would hear from the employer, make your telephone call after this date (assuming, of course, that you have not yet heard from the employer); if the interviewer did not tell you when you would be contacted, make your telephone call a week or so after you have sent your thank-you note. While e-mail is a common form of communication today, it is often viewed as less personal than a letter or telephone call, so be confident that e-mail is preferred before using it to correspond with the interviewer.45

As you conduct your follow-up, be persistent but polite. If you are too eager, one of two things could happen to prevent you from getting the job: The employer might feel that you are a nuisance and would exhibit such behavior on the job, or the employer may perceive that you are desperate for the job and thus are not a viable candidate.

Handling Rejection You have put your best efforts into your job search. You developed a well-designed résumé and prepared carefully for the job interview. Even the interview appears to have gone well. Nevertheless, a prospective employer may send you a rejection letter. (“We are sorry that our needs and your superb qualification don’t match.”) Although you will probably be disappointed, not all interviews lead to a job offer because there normally are more candidates than there are positions available.

If you receive a rejection letter, you should think back through the interview. What appeared to go right? What went wrong? Perhaps personnel from your career services office can shed light on the problem, particularly if they are in the custom of having interviewers rate each interviewee. Try to learn lessons to apply in future interviews. Keep interviewing and gaining interview experience; your persistence will eventually pay off.

SELECTED SOURCES OF MARKETING CAREER INFORMATIONThe following is a selected list of marketing information sources that you should find useful during your academic studies and professional career.

Business and Marketing Publications

Business Periodicals Index (BPI) (New York: H.W. Wilson Company). This is a monthly (except August) index of 604 periodicals from all fi elds of business and marketing.

Scott Dacko, The Advanced Dictionary of Marketing: Putting Theory to Use (Oxford University Press, 2008). This dictionary focuses on leading edge terminology for individuals who are serious about the theory and practice of marketing. Each term includes six elements:

description, key insights, key words, implications, applications, and a bibliography.

Anne Beall, Strategic Market Research: A Guide to Conducting Research That Drives Businesses (Bloomington, IN: Beall Research and Training, Inc., 2010). This practical book discusses the importance of designing research around strategic questions, how to select the cor-rect research technique, data analysis, interpreting results, and how to avoid common pitfalls.

View the interview as a conversation between the prospective employer and you.


612

Eric J. Forte, Cassandra J. Hartnett, and Andrea L. Sevetson, Fundamen-tals of Government Information: Mining, Finding, Evaluating, and Using Government Resources (New York, NY: Neal-Schuman Pub-lishers, Inc., 2011). This manual provides the background knowledge and tools needed to access online and print government information resources. Key topics include consumer information, census data, and summaries from the Statistical Abstract of the United States.

Hoover’s Handbook of World Business (Austin, TX: Hoover’s Business Press, 2011). A detailed source of information about companies outside of the United States, including fi rms from Canada, Europe, Japan, China, India, and Taiwan.

Jadish Sheth and Naresh Malhotra, eds., International Encyclopedia of Marketing (West Sussex: John Wiley & Sons Ltd., 2011). This six-volume reference contains 360 entries from over 500 global experts. Entries are arranged alphabetically within each subject volume, and each volume carries an index.

Ray Poynter, The Handbook of Online and Social Media Research: Tools and Techniques for Market Researchers (West Sussex: John Wiley & Sons, Ltd., 2010). This reference book covers new innovations in the fi elds of online and social media research, including community pan-els, blog mining, social networks, mobile research, and ethnography.

Rainer Michaeli, Competitive Intelligence: Competitive Advantage through Analysis of Competition, Markets, and Technologies (New York, NY: Springer, 2011). This book provides a fundamental and practical introduction to the concepts and practice of competitive intelligence. In addition, it offers cases, tools, and an implementation process.

Virgil Burton, ed., Encyclopedia of Business Information Sources, 28th ed. (Detroit: Gale Group, 2011). A bibliographic guide to over 35,000 citations covering more than 1,100 primary subjects of interest to business personnel.

Career Planning Publications

Richard N. Bolles, What Color Is Your Parachute? 2012: A Practical Manual for Job-Hunters and Career-Changers (Berkeley, CA: Ten Speed Press, 2011). A companion workbook is also available. See www.jobhuntersbible.com.

Dennis V. Damp, The Book of U.S. Government Jobs: Where They Are, What’s Available & How to Complete a Federal Resume, 11th Edition (McKees Rocks, PA: Bookhaven Press, 2011).

Margaret Riley Dikel and Frances E. Roehm, Guide to Internet Job Searching (New York: McGraw-Hill, 2008).

Jay Conrad Levinson and David E. Perry, Guerrilla Marketing for Job Hunters 3.0: How to Stand Out from the Crowd and Tap Into the Hidden Job Market Using Social Media and 999 Other Tactics Today (Hoboken, NJ: John Wiley & Sons, Inc., 2011).

The National Job Bank, 2011(CD): The Complete Employment Guide to Over 20,000 American Companies (Avon, MA: Adams Media Corporation, 2010). See www.adamsmedia.com.

Miriam Salpeter, Social Networking for Career Success: Using Online Tools to Create a Personal Brand (New York, NY: Learning Express, 2011).

Lila B. Stair and Leslie Stair, Careers in Marketing 4th ed. (New York: McGraw-Hill, 2009).

Martin Yate, Knock ’em Dead: The Ultimate Job Search Guide 2012 (Holbrook, MA: Adams Media Corporation, 2011). See www.adamsmedia.com.

Websites: Resources on job searches, résumé writing, interviewing, and U.S. and international job postings:

www.accessalesjobs.com www.studentjobs.govwww.jobbankinfo.org www.simplyhired.comwww.truecareers.com www.monster.com

www.careerXroads.com www.jobbankusa.comwww.careers.org www.studentcentral.comwww.careerbuilder.com www.vault.comwww.careers-in-marketing.com www.wetfeet.com

Selected Periodicals

Ad Week, Nielsen Business Media, Inc. (weekly). See www.adweek.com. (Subscription rate: $149 per year)

Advertising Age, Crain Communications, Inc. (weekly). See www.adage.com. (Subscription rate: $99 per year)

Barron’s, Dow Jones & Co., Inc. (weekly). See www.barrons.com. (Subscription rate: $99 print, $79 online, $149 online and print)

Business Horizons, Indiana University c/o Elsevier Science Publishing (bimonthly). See www.elsevier.com. (Subscription rate: $120)

Bloomberg Businessweek, McGraw-Hill Companies (weekly). See www.businessweek.com. (Subscription rate: $39.97)

Chain Store Age, Lebhar-Friedman, Inc. (monthly). See www.chainstore-age.com. (Subscription rate: $150)

eCommerce Times, ECT News Network, Inc. (daily). See www.ecommer-cetimes.com.

Forbes, Forbes Inc. (17 issues). See www.forbes.com. (Subscription rate: $14.99)

Fortune, Time, Inc. (28 issues). See www.money.cnn.com. (Subscription rate: $19.99)

Harvard Business Review, Harvard University (monthly). See www.hbr.org. (Subscription rates: $99 online, $79 print, $129 premium subscription)

Industrial Marketing Management, Elsevier Science Publishing (8 issues). See www.elsevier.com. (Subscription rate: $167)

International Journal of Electronic Commerce, M. E. Sharpe Publishing (quarterly). See www.mesharpe.com. (Subscription rate: $92)

Journal of Advertising Research, Springer Science+Business Media (quar-terly). See www.springer.com. (Subscription rate: $340)

Journal of Consumer Marketing, Emerald Group Publishing, Ltd. (7 issues). See www.emeraldinsight.com. (Subscription rate: $3,549)

Journal of Consumer Research, University of Chicago Press (quarterly). See www.journals.uchicago.edu. (Subscription rates: $145 nonmem-bers; $70 members; $25 students)

Journal of Interactive Marketing, Direct Marketing Educational Founda-tion (quarterly). See www.elsevier.com. (Subscription rate: $313)

Journal of International Marketing, American Marketing Association (quarterly). See www.marketingpower.com. (Subscription rates: $120 print; $145 print and online)

Journal of Marketing, American Marketing Association (quarterly). See www.marketingpower.com. (Sub-scription rates: $135 print; $162 print and online)

Journal of Marketing Communications, Routledge Pub-lishing (fi ve times per year). See www.tandfonline.com. (Subscription rate: $184)Journal of Marketing Education, Sage Publications (three

times per year). See www.sagepub.com. (Subscrip-tion rate: $109)

Journal of Marketing Research, American Marketing Association (bimonthly). See www.marketingpower.com. (Subscription rate: $135 print; $162 print and online)

Journal of Personal Selling and Sales Management, American Marketing Association (quarterly). See www.jpssm.org. (Subscription rate: $79)

Journal of Public Policy and Marketing, American Marketing Association (semiannually). See www.marketingpower.com. (Subscription rates: $90 print subscription; $115 print and online)

Journal of Retailing, Elsevier Science Publishing (quarterly). See www.elsevier.com. (Subscription rate: $173)


613

AP

PE

ND

IX C

PL

AN

NIN

G A

CA

REER

IN M

ARK

ETIN

G

Marketing Education Review, CTC Press (three times per year). See www.marketingeducationreview.com. (Subscription rate: $55)

Marketing Health Services, American Marketing Association (quarterly). See ww.marketingpower.com. (Subscription rate: $100)

Marketing Management, American Marketing Associa-tion (six times per year). See www.marketingpower.com. (Subscription rate: $105)

Marketing News, American Marketing Association (biweekly). See www.marketingpower.com. (Sub-scription rates: $85 nonmembers; $53 members)

Marketing Research, American Marketing Association (quarterly). See www.marketingpower.com. (Subscrip-tion rate: $100)

Media Week, Quantum Business Media (weekly). See www.mediaweek.co.uk. (Subscription rate: $825)

Sales and Marketing Management, Lakewood Media Group, LLC. See www.salesandmarketing.com. (Subscription rate: free)

Stores, National Retail Federation (weekly). See www.nrf.com or www.stores.org. (Subscription rates: $120 for nonmembers; free for members)

The Wall Street Journal Interactive, Dow Jones & Company, Inc. (weekly). See www.wsj.com. (Subscription rates: $103 online; $119 print; $140 online and print)

Professional and Trade Associations

American Advertising Federation1101 Vermont Ave. N.W., Suite 500Washington, DC 20005-6306(202) 898-0089www.aaf.orgAmerican Association of Advertising Agencies405 Lexington Ave.New York, NY 10174-1801(212) 682-2500www.aaaa.orgAmerican e-Commerce Association2346 Camp St.New Orleans, LA 70130(504) 495-1748www.aeaus.comAmerican Marketing Association311 S. Wacker Dr., Suite 5800Chicago, IL 60606(800) AMA-1150www.marketingpower.comAmerican Society of Transportation and LogisticsPO Box 3363Warrenton, VA 20188(202) 580-7270www.astl.orgBusiness Marketing Association1833 Centre Point Circle, Suite 123Naperville, IL 60563(630) 544-5054www.marketing.orgDirect Marketing Association1120 Avenue of the AmericasNew York, NY 10036-6700(212) 768-7277www.the-dma.orgDirect Selling Association1667 K Street, N.W., Suite 1100Washington, DC 20006(202) 452-8866www.dsa.org

Institute for Supply Management2055 E Centennial CircleTemp, AZ 85284(480) 752-6276www.ism.wsInternational Advertising AssociationWorld Service Center257 Madison Ave., Suite 2102New York, NY 10016(212) 557-1133www.iaaglobal.orgInternational Franchise Association1501 K Street, N.W., Suite 350Washington, DC 20005(202) 628-8000www.franchise.orgMarketing Research Association110 National DriveGlastonbury, CT 06033-1212(860) 682-1000www.mra-net.orgMarketing Science Institute1000 Massachusetts Ave.Cambridge, MA 02138-5396(617) 491-2060www.msi.orgNational Association of Wholesale Distributors1325 G Street, N.W., Suite 1000Washington, DC 20005(202) 872-0885www.naw.orgNational Mail Order Association2807 Polk St. NEMinneapolis, MN 55418-2954(612) 788-1673www.nmoa.orgNational Retail Federation325 7th St. N.W., Suite 1100Washington, DC 20004(800) NRF-HOW2www.nrf.comProduct Development and Management Association15000 Commerce Parkway, Suite CMount Laurel, NJ 08054(800) 232-5241www.pdma.orgPublic Relations Society of America33 Maiden LaneNew York, NY 10038-5150(212) 460-1400www.prsa.orgSales and Marketing Executive InternationalP.O. Box 1390Suma, WA 98295-1390(312) 893-0751www.smei.orgSociety for Marketing Professional Services44 Canal Center Plaza, Suite 444Alexandria, VA 22314(800) 292-7667www.smps.orgU.S. Internet Industry Association (USIIA)1800 Diagonal Road, Suite 600Alexandria, VA 22314(703) 647-7440www.usiia.org


c planning a career in marketing -...

Documents