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Rethink Your Job Search Strategy: Think Like a Marketer

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Impress Your Interviewer with Your Questions — Part 1

Most people start looking for a job out of necessity (e.g., laid off, fired, their job was outsourced, the business closed) without a plan of action or any sense of direction, applying haphazardly to jobs posted online, in panic-like mode.

Furthermore, most job seekers do not view a job search as a marketing campaign. If they did, they would succeed much sooner in their job search, landing a job aligned with their skills, career goals, and “would-like” compensation.

Marketing is all about strategic, tactical positioning.

As a job seeker, you are an expensive product that needs to convince employers that you will solve a problem the company has and earn your keep.

Like any valuable product, you need solid positioning and a go-to-market strategy. A marketing strategy is guided by five Ps:

  1. Product
  2. Price
  3. Promotion
  4. Place
  5. People

 

Similar to a marketing strategy, a successful job search strategy has its own five Ps:

  1. Positioning
  2. Process
  3. Persistence
  4. Presentation
  5. Personality

 

“Don’t just accept whatever comes your way in life. You were born to win; you were born for greatness; you were created to be a champion in life.” — Joel Osteen, American preacher, televangelist, and businessman.

I have yet to meet a job seeker who would not benefit from mapping out some concrete steps, with milestones, that will actually lead them to the employer and job they want rather than simply accepting the job they happen to get, which is the case for most job seekers, and why many employees are unhappy. (They are in the wrong room.)

Using the five Ps of a successful job search strategy, you can create and execute a job search strategy that will yield the results you desire.

  1. Positioning

Before you begin your job search (networking, reaching out to employers, submitting applications), identify what makes you valuable to an employer. In other words, answer the question: Why should an employer hire you?

Create a unique value proposition (UPS) that will differentiate you from other job applicants. Carefully review the job requirements and the employer’s culture. Assess how your skills and experience match the job requirements and how you are a “fit.”

  1. Process

Hunting for a job requires strategic thinking. Rather than simply applying to job listings, focus on companies you want to work for. With so much churn happening these days, your preferred employer likely has some openings, giving you a chance to get your foot in the door. If there are no current openings, introduce yourself—and then maintain regular contact—along with your background and what value you can bring to the person overseeing the department you would like to work for so your name will be top of mind when an opening does arise. (A job search is a marathon, not a sprint.)

Do your homework on your target employers (e.g., their market, their competitors, and what pains they are experiencing). Obtain information that will impress a hiring manager.

  1. Persistence

Top talent can spend six months to a year job hunting before they land an ideal (keyword) offer. Job searching requires lots of stamina!

The trick to staying motivated? Set small, attainable goals and milestones to make you feel like you are making progress. For example, attend one networking event per week and establish one professional relationship.

  1. Presentation

I am all about the elevator speech. Give me a brief overview of who you are, what you do, and what value you can offer. Sadly, many job seekers boast about their abilities without giving concrete examples.

“Hello, my name is [your name]. I’m a digital marketing specialist and have been working in agencies for the past five years. I’ve helped [number] clients streamline their digital marketing strategies and increase their revenue on average by X%. I’m now looking to apply my skills and knowledge within a healthcare organization.”

Your elevator speech should not exceed 60 seconds.

The importance of being comfortable with your elevator speech cannot be overstated. Record a video of yourself to see and access your body language. Eye contact, hand motions, posture, and tone of voice are all critical nonverbal cues during a job interview.

  1. Personality

Present yourself to your interviewer as a person, not just as a professional. Hiring managers rarely hire solely based on a candidate’s credentials. This is why they often ask about a candidate’s personality along with making their own judgment.

Consider how your personality traits relate to the position you are interviewing for. For example, for a customer service job, you might say, “I’m a problem-solver by nature. My immediate goal when I speak to a customer is to resolve their issue as quickly and efficiently as possible.” For an administrative assistant job, “I’ve always been an extremely organized person, a skill that served me well in my last job, where my attention to detail helped save the company ten percent on a major account.”

When looking for a job, consider how you see yourself. See yourself as a solution to an employer’s problem. Market yourself as a solution. Think like a marketer!

_________________________________________________________

 

Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers “unsweetened” job search advice. You can send Nick your questions to artoffindingwork@gmail.com.

Business

Roots sees room for expansion in activewear, reports $5.2M Q2 loss and sales drop

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TORONTO – Roots Corp. may have built its brand on all things comfy and cosy, but its CEO says activewear is now “really becoming a core part” of the brand.

The category, which at Roots spans leggings, tracksuits, sports bras and bike shorts, has seen such sustained double-digit growth that Meghan Roach plans to make it a key part of the business’ future.

“It’s an area … you will see us continue to expand upon,” she told analysts on a Friday call.

The Toronto-based retailer’s push into activewear has taken shape over many years and included several turns as the official designer and supplier of Team Canada’s Olympic uniform.

But consumers have had plenty of choice when it comes to workout gear and other apparel suited to their sporting needs. On top of the slew of athletic brands like Nike and Adidas, shoppers have also gravitated toward Lululemon Athletica Inc., Alo and Vuori, ramping up competition in the activewear category.

Roach feels Roots’ toehold in the category stems from the fit, feel and following its merchandise has cultivated.

“Our product really resonates with (shoppers) because you can wear it through multiple different use cases and occasions,” she said.

“We’ve been seeing customers come back again and again for some of these core products in our activewear collection.”

Her remarks came the same day as Roots revealed it lost $5.2 million in its latest quarter compared with a loss of $5.3 million in the same quarter last year.

The company said the second-quarter loss amounted to 13 cents per diluted share for the quarter ended Aug. 3, the same as a year earlier.

In presenting the results, Roach reminded analysts that the first half of the year is usually “seasonally small,” representing just 30 per cent of the company’s annual sales.

Sales for the second quarter totalled $47.7 million, down from $49.4 million in the same quarter last year.

The move lower came as direct-to-consumer sales amounted to $36.4 million, down from $37.1 million a year earlier, as comparable sales edged down 0.2 per cent.

The numbers reflect the fact that Roots continued to grapple with inventory challenges in the company’s Cooper fleece line that first cropped up in its previous quarter.

Roots recently began to use artificial intelligence to assist with daily inventory replenishments and said more tools helping with allocation will go live in the next quarter.

Beyond that time period, the company intends to keep exploring AI and renovate more of its stores.

It will also re-evaluate its design ranks.

Roots announced Friday that chief product officer Karuna Scheinfeld has stepped down.

Rather than fill the role, the company plans to hire senior level design talent with international experience in the outdoor and activewear sectors who will take on tasks previously done by the chief product officer.

This report by The Canadian Press was first published Sept. 13, 2024.

Companies in this story: (TSX:ROOT)

The Canadian Press. All rights reserved.

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Talks on today over HandyDART strike affecting vulnerable people in Metro Vancouver

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VANCOUVER – Mediated talks between the union representing HandyDART workers in Metro Vancouver and its employer, Transdev, are set to resume today as a strike that has stopped most services drags into a second week.

No timeline has been set for the length of the negotiations, but Joe McCann, president of the Amalgamated Transit Union Local 1724, says they are willing to stay there as long as it takes, even if talks drag on all night.

About 600 employees of the door-to-door transit service for people unable to navigate the conventional transit system have been on strike since last Tuesday, pausing service for all but essential medical trips.

Hundreds of drivers rallied outside TransLink’s head office earlier this week, calling for the transportation provider to intervene in the dispute with Transdev, which was contracted to oversee HandyDART service.

Transdev said earlier this week that it will provide a reply to the union’s latest proposal on Thursday.

A statement from the company said it “strongly believes” that their employees deserve fair wages, and that a fair contract “must balance the needs of their employees, clients and taxpayers.”

This report by The Canadian Press was first published Sept. 12, 2024.

The Canadian Press. All rights reserved.

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Transat AT reports $39.9M Q3 loss compared with $57.3M profit a year earlier

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MONTREAL – Travel company Transat AT Inc. reported a loss in its latest quarter compared with a profit a year earlier as its revenue edged lower.

The parent company of Air Transat says it lost $39.9 million or $1.03 per diluted share in its quarter ended July 31.

The result compared with a profit of $57.3 million or $1.49 per diluted share a year earlier.

Revenue in what was the company’s third quarter totalled $736.2 million, down from $746.3 million in the same quarter last year.

On an adjusted basis, Transat says it lost $1.10 per share in its latest quarter compared with an adjusted profit of $1.10 per share a year earlier.

Transat chief executive Annick Guérard says demand for leisure travel remains healthy, as evidenced by higher traffic, but consumers are increasingly price conscious given the current economic uncertainty.

This report by The Canadian Press was first published Sept. 12, 2024.

Companies in this story: (TSX:TRZ)

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