Category: Education and Career

An MBA Degree Abroad

An MBA Degree Abroad

Experience abroad, be it in a company or as a student, is still very important for companies that think and act globally.

After all, managers are also required to have a cultural understanding and think beyond the national market. The MBA or master’s degree has always been the most common degree at international level. Studying abroad for an MBA or Master offers a variety of opportunities to get to know other cultures better. However, this experience abroad can also be very costly, which should not be underestimated. Consider the costs already in the planning phase and consider for yourself whether studying in another country is really necessary. If the answer is “yes”, then it is up to you to decide which country and which study program offers the most positive impact on your professional career.

Many MBA or Master’s candidates not only want to study abroad, but also want to live and work there afterwards. If you are aiming for an international career, an MBA or master’s degree abroad is certainly a good prerequisite for this. The course offers a wide variety of opportunities for networking and exchange with other students, lecturers and tutors. Seen in this way, a study program is the ideal stepping stone into the subsequent world of work. When preparing, you should not forget to carefully inform yourself about the country-specific visas, work and residence permits!

In many countries, immigration laws require that a stay in another country be approved by the respective employer. In Great Britain, for example, there are special guidelines that make it easier for students to stay and work there after graduation. How easy – or how difficult – to find a job after graduation depends very much on the respective business school where you studied. Graduates from top class business schools will have no problem getting a residence permit and a job in a hip company. Graduates from mid-segment providers are likely to have to work harder for their visas and their jobs – unless they are in the top 10% of each year. Even if the career path should take place in your own country:

The experience gained abroad brings with it international thinking and understanding of global networks and markets. This knowledge can also be very useful for local companies. As already mentioned, a study program abroad is very expensive. For this reason, you should be clear whether time, effort and budget for your own career really pay off, or whether you should strive for a program in your own country. Business schools and universities usually offer longer study visits or internships at partner schools or partner companies abroad.

So find out what priorities you have in your career, what precautions you need to take and whether a foreign MBA is an advantage or disadvantage for you. If you want to pursue a career internationally, you should consider which country interests you the most. The US and UK traditionally offer the most good MBA and master programs, but European and Asian programs are also becoming increasingly important. In the following we would like to give you a brief overview of the different regions.


As already mentioned, the importance of MBA and master programs in Europe is steadily increasing. European MBAs are also recruited by international companies. The strength of European offers is particularly in special MBA programs and Europe’s entrepreneurship programs (corporate governance) lead worldwide!

With a wide choice and a large economic community, Europe is a strong choice for MBA and Master’s candidates. Despite the fact that the EU is an economic and political community, you should consider yourself a non-EU citizen in terms of residence permits and inform the visa in the respective targeted country, because the laws for this are adopted individually by each member state. As already mentioned, laws have been passed in Great Britain which entitle graduates or students of British business schools to apply for 1st place. This allows employment and residence permits in the UK for up to 24 months without the support of an employer.


America remains one of the most popular destinations for students. Since the MBA training was started in the USA, you will find the world’s best and most renowned business schools here. Graduates from Harvard, Wharton, Tuck, Stanford, or other top business schools have little difficulty finding an employer to handle residence permits in the United States. Graduates from middle-class business schools, on the other hand, find it a little more difficult. The current economic situation and the weak dollar are causing the number of unemployed in America to rise. This does not make it easier to put your foot in the door of a respected company, even with an MBA. Anyway:

Canada is seen as an interesting alternative if you would like to study in North America. The country has some internationally highly regarded training centers. Canada is increasingly becoming a country with good living and working opportunities and is proving to be an attractive opportunity to start an international career.


Asia’s study market is becoming increasingly important. The number of business schools has grown steadily in recent years. Destinations such as China, India, Hong Kong, Malaysia and Japan now have top institutes and MBA and master programs of exceptional quality. The economic boom in Asia is of course doing its part. Check Countryaah to see country profile of China, India and other countries in Asia.

Completing the MBA or Master in Asia is a very cost-effective alternative. The standard of living in Asia is also increasingly being adapted to the western. The fact that many European and American business schools have established branches in Asia means that studying in Asia offers the ideal opportunity to get to know the interesting and dynamic Indian and Chinese market and to bring both worlds – the Asian and the European – together.

Australia and New Zealand are also very popular when choosing to study for an MBA or Masters. However, entry to one of these countries is very dependent and conditional on your own country of origin. The possibility of finding a suitable job also depends on the country of study or the branch you prefer. Before you enroll in a program, you should contact the institute and find out about work permits and career opportunities.

Providers of MBA and master’s degree programs attach great importance to internationality and cultural exchange among students. It is therefore advisable to spend at least a certain amount of time studying abroad. The decision in which country you will ultimately complete your studies depends primarily on your professional interest.

If you want to gain a foothold in the United States, you should also complete your MBA or Master there if possible so that you can make contacts in advance and get to know the country, people and business during your studies. The same applies to Europe and Asia: You should definitely understand the language and know the customs and traditions of the country in which you look for a job after successfully completing your studies.

Analyzing a Job Description

Analyzing a Job Description

Next you need to analyze the job description in a similar way.

Keep in mind, however, that job descriptions are often very general, describing more than one position.

Any additional knowledge you may have or surmise about the position is also helpful in this exercise.

As we did before, identify the key skills and knowledge sets in the following job description.

The successful candidate will possess several years experience managing vendors and creating sourcing strategy and policies. This position will supervise a staff of 4 people, manage project budgets in excess of $12 million, and concurrently manage up to 12 projects. Coordination of projects in a multifunctional team environment is important. Knowledge of SAP or other ERP systems is desirable. This position also consults with aerospace clients on systems needs-determination and negotiates contracts. Assignment: Using the same Microsft Word document you opened earlier, you may do this exercise for a position of your choosing.

You may find a sample job description on any major Internet job board, like,, or Just keyword search for “MBA” in the funcational area (finance, marketing, etc.) of your choosing.

This will be helpful in constructing a cover letter for the mock interview process, part of your Business Communications class at The Broad School.


  • Vendor management
  • Strategic Planning
  • Sourcing Strategy
  • Negotiation
  • Supervision
  • Budgeting
  • Project Management
  • Teamwork
  • Consulting
  • Needs determination
  • Business-to-business relationships


  • ERP Systems
  • Aerospace Industry
  • Multifunctional Coordination
  • Customer Service

Finding the Matches – From the Two Lists Just Created

From the Resume What They Have In Common From the Job Description
Strategic planning
Business-to-business relationships
Business-to-consumer relationshipsKnowledge
Organizational Design
Position Creation
Customer Service
Aerospace Industry
Strategic Planning
Business-to-Business relationshipsKnowledge
Customer Service
Vendor management
Strategic Planning
Sourcing Strategy
Project Management
Business-to-Business relationshipsKnowledge
ERP Systems
Aerospace Industry
Multifunctional Knowledge
Customer Service

Prioritizing the Matches

In CommonSkills
Strategic Planning
Business-to-Business relationships

Customer Service

Including all ten items at right in a cover letter is too much.

You want to focus on the top 3 to 5, emphasizing skills over knowledge.

So, you need to prioritize them based on your judgment of what the job requires and your relative strengths in each area.

A sample prioritization is:

  • Strategic Planning
  • Consulting
  • Aerospace
  • Negotiation

Assignment: By now you have completed both an analysis of your resume and a sample job for the mock interview process. Take a moment to find the common knowledge and skills between the two and prioritize them.

Analyzing Your Resume

Analyzing Your Resume

The first step in writing your cover letter is to determine your unique differentiators.

These are the knowledge, skills, and abilities (KSAs) that you possess and are your strongest assets.

Some definitions follow:

Skills � what you have learned to do.

  • 揝oft� skills � leadership, teamwork, communication, risk taking, consulting, customer service, managing vendors, etc.
  • 揌ard� skills � technical skills like cost accounting, analysis, engineering, html, process improvement, project management, foreign languages, negotiation, etc.

Knowledge � information you hold, this is often industry-specific or things you know about but do not actually do.

  • Examples � familiar with the aerospace industry, understand database design (although you may not actually do this), understand calculus, etc.

Abilities � these underlie both your knowledge and skills. Without an innate ability you would neither gain knowledge nor learn how to do things.

  • For example, not all people can reason in three dimensional space. Those people would never be able to learn to do an isometric drawing, fly an airplane, or operate a fork lift.
  • Even if you do have the underlying ability, it is not useful (or marketable) until you have built skills- or knowledge-based upon it.

The focus of your sell in the cover letter will be on Skills and Knowledge, in that order.

Assignment: Now, an activity for you. Using your resume�

  • Highlight your skill sets in one color.
  • Highlight your knowledge sets in another color.

Here is a sample of a resume that has been reviewed for knowledge and skills. Skills are listed in green, knowledge sets are listed in gold. A summary is listed at right.

  • Created and implemented new technology strategy based on outsourcing, resulting in reduction of 2 staff positions, improved service to constituents through reliability and availability.
  • Managed marketing budget constituting 25% of departmental budget, shifted spend from print to web-based resources.
  • Negotiated contracts with 12 vendors of technology services, served as consultant to vendors to improve product offerings and service to own customers.
  • Allocated annual budget of $10 million and supervised staff of 12. Over duration of employment reduced budget by 11%.
  • Created new organizational structure for office, including determination of positions, job descriptions, and staffing budget in aerospace industry.

  • Strategic planning
  • Budgeting
  • Negotiation
  • Consulting
  • Supervision
  • Marketing
  • Business-to-business relationships
  • Business-to-consumer relationships


  • Technology
  • Organizational Design
  • Position Creation
  • Customer Service
  • Aerospace Industry
  • Multifunctional Coordination

The list you have just created is a list of skills and knowledge you have to offer employers.

Is it complete?

If not, then add text to your resume to demonstrate any missing skills or knowledge.

Keep the list you just created on hand � you will need it later.

MBA Behavioral Interviews Questions and Tips

MBA Behavioral Interviews Questions and Tips

According to topschoolsintheusa, behavioral interviews (aka targeted selection interviews) are based on the notion that past performance predicts future behavior. The questions asked in this type of interview assess your accomplishments and measure your potential in critical areas such as leadership, problem solving, initiative, and decision making. In a behavioral interview, you will be asked to cite examples of your past performance in designated areas.

Using the “CAR” method provides you with a framework to use when responding to behavioral interview questions.

Context: Briefly explain the context or circumstance for the event.

Action: Describe what you did to accomplish the task

Result: Describe the outcome of your actions.

Typical Behavioral Questions

  • Why did you choose to attend the Kelley School of Business?
  • Tell me about yourself.
  • Why should I hire you?
  • Tell me about a time when you created group commitment to a goal.
  • Describe a situation where you drew a conclusion quickly.
  • Give me an example of a situation where you influenced a decision without using authority.
  • How would someone who knows you well describe you? Tell me both the positive and the negative.
  • What has been your greatest failure? What did you learn from it?
  • Describe an ethical dilemma you faced and how you dealt with it.
  • Walk me through how you accomplished XYZ on your résumé.
  • What kind of position are you looking for?

Behavioral Interview Tips

  • Determine what skills will be needed for the position for which you are interviewing by:
    • Researching the company and industry
    • Reviewing the job description
    • Attending the company’s presentation and other events
    • Talking to others who have interned or worked for the company
    • Preparing multiple CAR examples that demonstrate your ability to perform the skills the company is seeking
  • Listen carefully to the question and paraphrase the question to ensure you understand what the recruiter is asking (GCS has received feedback in the past from recruiters indicating that Kelley students have good answers but for the wrong question, especially distinguishing a question on teamwork versus leadership).
  • CAR responses to behavioral interview questions should be succinct (no longer than 1-2 minutes). The majority of your response time should be spent on describing the results and actions you took with less time given to describing the situation and task.
Sample Behavioral Questions for MBA Interview

Sample Behavioral Questions for MBA Interview

These are common behavior-based interview questions taken from topschoolsintheusa. The best way to practice for these questions is to write your answers out, using the STAR answering model (Situation/Task, Action, Result). The questions are divided by competency category. Italics indicates what kinds of behaviors would indicated evidence of the competency.

Questions on this page pertain to:

Business Knowledge | Bias for Action | Integrity | Customer Focus
Team Work | Innovation | Performance | Communications | Interpersonal Skills
Functional/Technical Competency | Leadership/Initiative


Knows the competition; Is familiar with strategies and tactics; Manages by fact; Demonstrates knowledge, interest, aptitude for business.

What do you do to keep up with current and possible future trends and issues? Give me a couple of examples.

Describe a situation where your strategy did not work well for you. Why? How did you handle it?

What key business setbacks have you experienced? What did you learn from them?

Give me a couple of examples of some calculated risks you have assumed. What were the results?

How have you translated a strategy into action with your team?

Describe a strategy you developed and your contingency plans.

Tell me about your key strengths and how they are demonstrated in your track record.

Give me a couple of examples of what you have done to prepare to deal with global business opportunities.


Reduces cycle time and bureaucracy; Demonstrates high energy; Sets priorities and seizes opportunities; Focuses upon speed; Demonstrates a sense of urgency to achieve important goals; Eliminates waste and unnecessary work.

Describe your typical work day. What time does it start and end? What do you do to relax?

Tell me about a situation in which you felt you acted too quickly and later regretted it. What caused it?

Give me an example of when something needed to be done urgently and you postponed action on it. What were the results?

How do you ensure that work you delegate gets done properly and on time?

Give me a couple of examples of when you had to motivate your team to get a project or assignment completed. What did you do?

Describe a couple of situations when you had to maintain a high level of enthusiasm when things were very difficult. How did you do it?

Tell me about a situation in which you took action without anticipating the impact of that action upon other parts of the organization.

Describe a couple of examples which required quick action. What made them so? What criteria did you apply in making those decisions?

Tell me about the major challenges you have faced in your job or at school over the last year. What made them so?

What have you found to be the most significant obstacles to getting people to take action? How have you handled these obstacles?

What have you done to eliminate unnecessary or redundant work in past positions you have held?

Describe a couple of opportunities which you capitalized upon and a couple you did not. What were the results?


Widely trusted; Takes ownership; Candid and forthcoming; Delivers on commitments.

Give me a couple of examples of when you had to bend the rules to get the job done. Why was that?

Describe a situation in which someone confided in you and you felt you had to break that confidence.

Tell me about a situation in which you made a significant mistake and had to admit it to your boss or peers.

What were a couple of instances in which you had to deliver bad news to someone? What worked? What didn’t?

We all have some areas we would like to improve upon. What are some of yours? What have you done?

Describe a couple of examples in which you believe someone broke the unwritten rules of business. What was the impact? How did you deal with it?

Tell me how you have attempted to build trust with your employees, peers and customers.

What has been your toughest conflict you have had to deal with interpersonally on the job? What made it so and how did you deal with it?

Describe a situation in which you promised more than you could deliver. How did you handle it?

How have you handled providing feedback? What mechanism did you use (face to face, letter, etc.)? How often?

Explain when you have had to take a stand at variance with management. How did you handle it? What were the results?

Tell me about at time when you had to deliver on a commitment and found it extremely difficult. What did you do?


Identifies customers and demonstrates that meeting their needs is first priority; Meets external and internal expectations; Promotes and maintains strong partnerships; Focuses work processes on customer satisfaction.

Describe and example in which you had to meet a difficult customer need.

Tell me about a time when your relationship with a key customer was unsatisfactory and what you did about it.

In your current or previous position, who have been your customers? How did you determine and to what extent did you satisfy their expectations?

At times we’ve all been unable to meet our customer’s expectations. Describe a situation in which you were unable to do so. What did you do?

What have you done to keep informed of your customer’s objectives and priorities?

What processes and methods have you used to keep your customers informed? How have they worked? How have they changed?

Based upon your experience, what actions have you found most effective in building customer relationships? What hasn’t worked and why?

Describe the process and procedures you have put into place to improve the quality and timeliness of customer service.

Tell me about a situation in which you had to inform a key customer of a serious problem and how you handled it.

Relate for me how you have leveraged a customer relationship successfully. (unsuccessfully)

Give me an example of the toughest customer relationship you have had to work with. What did you do? What were the results?


Initiates and supports meaningful team projects; Demonstrates trust in team members; Serves on teams; Celebrate successes.

Tell me one of the most effective teams you worked on and what you contributed to its effectiveness.

What techniques or approaches have you found helpful in dealing with turf issues on your team? Give me an example.

Describe what actions you have taken to encourage teamwork.

Tell me about some key issues that you have found which need to be addressed in buildig a team.

Explain what you have done to build trust among team members.

Provide me with a couple of example of teams you have served on describing the kind, problems, challenges and results.

When teams reporting to you have been successful, what actions have you taken?

What have you found helpful in determining what is and is not suitable for a team project?

Describe how you have monitored the progress of team assignments.

What specific criteria have you applied in selecting members for a team project?

Give me some examples of how you have supported teamwork.

Tell me what you have found to be the major obstacles to effective teamwork.

Describe you worst experience in working on a team. What did you take away from the experience?


Promotes creativity and informed risk taking; Strives for technical and market leadership; Establishes process for continuous improvement.

How have you developed imaginative solutions in the past? Describe a couple of examples.

Think of a situation where old solutions didn’t work. How did you deal with it?

Give me a couple of examples of specific example of how you have encouraged and supported new ways of doing things.

Cite some situations in which you had to introduce change and how you did it. What was successful and what was unsuccessful?

Using a specific example, explain the criteria which you have used in evaluating risk.

Tell me about some significant risks you have had to take and how they worked out. Also cite an example where it did not work out.


Sets and achieves ambitious goals; Measures the right things; Drives for continuous improvement; Listens and responds; Provides feedback and recognizes achievement.

What has been the most significant goal you have achieved? How did you achieve it? Were there other key goals you were unable to achieve? Why?

In your past jobs, how have you determined what needs improvement and how have you ensured it was addressed?

Have you consistently delivered expected results? Please explain.

Describe how your performance has been evaluated by your last two bosses. What did they identify as strengths and developmental opportunities?

Tell me about some of the major challenges you have been confronted with in your job. Why were they challenges? What did you do about them?

What have you done to recognize others’ achievements?

Tell me about a couple of the most difficult situations in which you had to give feedback.


The skills necessary for effective expression in oral and written communications and observable in the interview.

Give me an example of a time when you asked someone to complete a task and they did it incorrectly. What did this experience teach you?

What are some of the most complex processes or ideas or technical information you have had to explain to other people?

What kinds of writing have you done? Describe some examples. How did you approach it? Tell me about its content and the reactions you received.

What kinds of reports are you currently working on that are most challenging and why?

Describe one of your most successful oral presentations and what made it successful.

What have you done to increase your effectiveness in making presentations? To what extent have you been successful?

Tell me about one of the most difficult presentations you have had to make. Why was it difficult? How did it turn out?

Give me an example of the most serious communication problem you’ve had. What did you do about it?

What methods do you use to communicate with other people? How effective are they?

Sometimes its important to disagree with others to keep a mistake from being made. Tell me about a time when you were willing to disagree with another person in order to build a positive outcome.


Communicates effectively using multiple methods; Able to interact with people at different organizational levels; Able to focus on mutual goals; Persuasive; Able to deal with conflict.

Give me an example in which you and a peer disagreed significantly. What caused it? What did you do?

What are some ways you have used to put people at ease? When haven’t they worked?

Tell me about a major conflict you had with a peer or customer that you were unable to resolve successfully. Why were you unsuccessful? What did you learn?

Tell me about an incident involving someone you had to deal with who was very difficult. How did it work out?

Which bosses did you like and dislike working for? How did this impact your relationship?

How would your peers and former co-workers describe their relationships with you? Why?

Tell me about one or two actions you’ve taken to build working relationships on the job with someone you personally did not like.

What do you see as your strength and areas for improvement in working with others?


Displays function/technical competency.

Describe a time when you were proud of your ability to use your skills in ___ (HR, finance, marketing, etc.) to solve a particularly difficult or challenging problem either at school or in a work assignment. What principles did you use, and what did you learn from the experience?

Provide me with one or two examples of some of the most complex assignments or projects you’ve had. What made them so? What was your role? How did it turn out?

Give me an example of a difficult problem you’ve had to deal with and how you gathered information and evaluated it. How did you identify the root cause of the problem?

Explain how you solve problems. Give me a specific example.

Tell me about one of the major plans you developed and had responsibility for accomplishing. Explain the scope, objectives, time frames, budget and end results.


Getting ideas accepted; Guides a group towards a task accomplishment.

How do you influence your boss? Give me an example.

Tell me about some of the toughest groups you have had to get cooperation from. Did you have any formal authority? What did you do?

How do you influence your peers? Provide me with some examples.

Describe your leadership style. When does it work? When doesn’t it work?

What tends to be your approach in working with a group?

What have you found to be the most significant obstacles to get people to take action? How have you handled these obstacles?

Describe your effectiveness as a leader. What have you used as criteria?

Describe one or two examples of ideas you were successful in getting accepted.

Career with an MBA or Masters degree

Career with an MBA or Masters degree

The job market for people with a master’s or MBA degree continues to flourish and the professional opportunities are more diverse than ever before. Since postgraduate training includes both a master’s and an MBA, the labor market situation adapts to both qualifications.
Whether an employer prefers an employee with an MBA or a master’s degree usually depends on the position to be filled and the company in question. Some companies see both qualifications on an equal footing and have no prejudices against one or the other degree.
We are primarily looking for employees with specialized training and relevant professional experience. Others prefer MBAs because they bring a special attitude and a certain drive to the work. However, all employers have an idea of ​​the future employees in common: They should master special skills and abilities of the respective branch, should be socially competent, have research knowledge and the ability to find and develop new concepts and ideas as well as motivated to do the job.
The MBA qualification has gained popularity and awareness among employers in recent years. Current studies predict this title to be increasingly present and widespread. Karen Dowd, an MBA recruiting expert from North America, believes: “Wherever new trades and branches of industry arise, there seem to be key roles for MBAs that on the one hand shape the industry and on the other hand help companies successfully compete against each other. ”
Salaries in different industries mostly reflect the demand for employees. The increase in salaries as a global trend is indicative of the struggle between the best and most brilliant MBA and master graduates worldwide. Since international companies offer higher salaries on average (around $ 95,000), local companies are forced to follow this trend in order to attract equally talented students to their own company. In general, it can be said that the wage differentials between employees with an MBA or master’s degree and employees without a title are widening – in some industries, the average is even around 81%.
In areas such as banking, consulting, production and marketing, untitled employees earn significantly less. Salaries for MBA and Master graduates are highest in North America and Europe, followed by Asia (Pacific). In Europe, it is the UK that pays the most for an MBA or Masters. If you are considering moving abroad to work there, it is recommended that you first find out the nominal wages of the company and region you are targeting.
If you don’t have a title, financial prospects are not as bright as with this coveted business title. Recently, however, masters and PhD degrees have also increased in reputation among employers. In general, postgraduate degrees are becoming increasingly popular in international companies. Employers are also increasingly willing to pay more financially for those employees who have a good education with a serious background and some years of professional experience.
With a master’s degree in health and pharmacy, employees earn much more than with a lower education. The same applies to the energy sector, the telecommunications sector, the transport sector and other special sectors. This trend will continue in the near future. In our globalized economy, the demand for MBA and Master graduates will not decrease as they bring special skills to international companies.

Boost your career with a part-time MBA

Boost your career with a part-time MBA

If you are interested in a part-time MBA, you can not only advance your individual career, but also expand the professional network with diverse contacts.

What speaks for the part-time MBA

To be successful is good. Some find better to be more successful! Those who have a satisfactory full-time job face a problem. After all, you don’t want to give up the job for a full-time MBA. Those who continue to work and continue to earn money but still want to expand their specialist knowledge will benefit greatly from part-time MBA programs. You have no influence on your existing career and your degree will surely leave your employer with more than just a good impression.

The preference for part-time study programs is usually clearer the higher the career level achieved in the job. Over 90 percent of employees who already work in top management prefer to study part-time.

The advantages of a part-time MBA

The advantage here is that the majority of the lessons often take place on the Internet. In addition, there are online courses and learning content that can be processed on the computer. In this way it is possible to be fully professional and still be able to participate in the learning process. An additional plus: on the Internet it doesn’t matter how many students complete a program, so there are of course no restrictions as to the number of participants.

As far as the learning material is concerned, schools with part-time MBA programs take great care to ensure that the scope and level of difficulty is designed for those students who work full-time alongside their studies. A good example of such courses is the Open University (OU), which is very popular in England, followed by Germany as the second largest market for OU programs.

Why the part-time MBA is also interesting for companies

With the still prevailing hype around part-time MBA studies, one should not forget that the employers are also not uninvolved. They like to advertise this type of academic further education, after all, the employees stay with them in their company and at the same time they benefit from the added educational value of the employees. For this reason, they also share the tuition costs in many cases – so it is definitely worth asking!

Interesting facts about MBA distance learning

If you want to start an MBA distance learning course and obtain the final MBA of the same name, you should have a lot of self-discipline and a corresponding level of organizational talent. The contents of an MBA distance learning course are the same as for regular studies directly at the university. Around 50 distance learning courses with MBA degrees are currently offered in German-speaking countries. Some universities cooperate with partner universities in countries such as Great Britain or the United States.

The advantages

You don’t have to change your place of residence or live in the immediate vicinity of a university to study the Master of Business Administration. There are no fixed attendance times and you can divide the study time completely individually and learn in the evening or at the weekend. However, there are certain attendance times that can be inquired about at the respective college or university before starting the course. At these times you have to appear in person at a branch or directly at the chosen distance learning school. Distance learning is in any case ideal for all those who work full-time. Graduates of an MBA distance learning course are often preferred for applications because they have chosen this course voluntarily and financed it themselves.

The disadvantages

You need a lot of eagerness to learn, because the teaching material to be mastered is usually very extensive. The contents have to be worked out by yourself and the exam preparation is completely self-directed. There are no fellow students or professors with whom you can now exchange information about the subjects and their contents. Those who are not goal-oriented and disciplined run the risk of dropping out of college, the rate of which is around 30 percent. A bright spot in terms of the lack of interaction are various online campus installations, chat rooms or learning platforms, the number of which is constantly increasing.

What are the requirements?

One of the conditions for admission to an MBA distance learning course is a successfully completed course of study and the acquisition of a bachelor’s or diploma title, both of which can also be achieved through distance learning. In addition, you should have between 2 and 5 years of professional experience, the required period varies depending on the university and specialization.

For the duration of an MBA distance learning

This depends on many factors such as the chosen university and also depends on the discipline of the student. As a rule, the study duration is 18 to about 30 months.

When you have reached the goal

The MBA obtained with distance learning fully corresponds to that obtained through regular studies. A degree may be hard-fought, but it is all the better to reap the fruits of this diligence afterwards. Many graduates work in leading positions in companies in the international economy. This is also evidenced by the fact that the proportion of those students who take a distance learning course is between 20 and sometimes even 50 percent, measured by the number of all MBA students.

Tips for MBA Case Interviews

Tips for MBA Case Interviews

Case interviews are based on the analysis of a business question. One of the main purposes of case interviews is to evaluate candidates’ problem solving skills. This type of interview is most commonly used in the consulting industry, although quite a number of MBA recruiters now incorporate “mini-case” questions in interviews for other functional areas such as marketing and finance. Check topschoolsintheusa for other types of interview.

In a case interview, recruiters are assessing the following:

  • Analytical skills and logic
  • General business knowledge and acumen
  • Attention to detail and organization
  • Comfort with quantitative analysis
  • Creativity
  • Practical judgment/decisiveness
  • Communication and presentation skills
  • Response to pressure/lack of information

Tips for Case Interviews

Do not worry about trying to come up with the “right answer”. Employers are assessing your analytical skills, logic in approaching the problem, and your thought process in how you got to your answer and recommendations. Think out loud and provide insight into the logic behind your technique and decisions.

Never lose sight that a case interview is also an interpersonal interview. In addition to analytical skills, firms also judge candidates on their communication skills, persuasiveness, interpersonal skills, professional readiness, and achievement drive/energy.

Listen carefully and make sure that you answer the question that is posed. Restate the question back to the interviewer so that you can be sure that you understand what he/she has asked you to address.

Ask questions that build relevant facts to the case. Remember that the questions themselves and the order in which they are asked demonstrate your ability to analyze an issue in a logical manner. Frame your questions methodically and not in a random order.

The case interview is not a race. Take time to compose your thoughts. Bring a notepad and pen so you can take notes and organize your thoughts.

Make clearly stated, reasonable assumptions when you do not have enough information. One of the primary purposes of case interviews is to assess a candidate’s ability to deal with ambiguous situations.

Although there are typically no “right answers”, remember that some approaches may be more right than others. Most cases are taken from actual client engagements. In an interview situation, you have a limited amount of time so focus on the key elements of the case. Listen to the cues your interviewer gives as you ask questions. Often, they will guide you away from the dead ends.

Use a framework to help you organize your thoughts. Each framework has relative strengths and weaknesses so pick the one most appropriate for the given scenario. When using a framework, do not just say for example, “I would use Porter’s Five Forces Model”. Use the particular framework as a guide in articulating your thinking and perspective.

Synthesize your analysis into a compelling story. Be decisive and define what the client should take-away. Summarize the problem, relevant issues, and your solution in a concise way as if you were sitting in front of an executive at a client engagement.

Practice with sample questions. Being adept at case interviews is a learnable skill. The only way that you will be able to improve your ability and comfort level with case interviews is to practice.

Constructing a Cover Letter

Constructing a Cover Letter

Now that we have determined the 搒ell� of the cover letter, we抣l turn our attention to the mechanics of writing such a letter.

The major sections of the cover letter are:

  • Heading (your name, address, telephone number, email address)
  • Date
  • Inside address (Mr./Ms.–full name, title, company, complete address)
  • Salutation (Mr./Ms.) Sir or Madame not recommended
  • Body of the letter
  • Closing (Sincerely,)
  • Signature line (your name typed)梩ypically leave four spaces
  • Signature (your name signed)

Make sure to center your text from top to bottom on the page.

Zoey A. Bain

1234 College Avenue
East Lansing MI 48910
(517) 555-1234
email: [email protected]

September 5, 2002

Mr. Bob D. Apple
Generic Manufacturing, Inc.
SCM Operations
1234 Corporate Park Drive
Wherever, MI 12345

Dear Mr. Apple:

Paragraph 1

Paragraph 2

Paragraph 3


Zoey A. Bain


MBA Career in Consulting

MBA Career in Consulting

Career Path: Consulting

Consulting is the business of giving expert advice to other professionals, typically in financial and business matters. Management consulting is one of the more popular career paths in most business schools, particularly as one considers the growth of internal consulting positions within firms. While management consulting firms hire many graduates, of increasing importance are corporate positions in strategic business development, general strategy, and internal consulting. Many MBAs find that consulting skills prepare them for analyst or general management positions. Most firms generally emphasize some combination of consulting in three areas – strategy, operations/supply chain, and information systems.

  • · Strategy consulting: Strategic consulting focuses on matching the company’s external environment with internal strengths to decide which paths the company should follow when faced with a wide array of opportunities.
  • · Operations/supply chain consulting: Business processes occur in almost any functional area of the firm from accounting, to customer service, to manufacturing. Business process improvement can often yield significant results in cycle times, cost, quality, and customer satisfaction. Supply chain consulting takes the operations process view outside of the firm to focus on the movement of inventory and information across the entire supply chain in order to improve quality, service, inventory, labor, overhead, and transaction costs to the profitability of the entire supply chain. Operations/supply chain consulting requires involves strategic thinking and a good understanding of information systems.
  • · Human Resources/Organizational consulting: Human resources professionals can find roles in consulting as well. Many organizations benefit from a consulting firms view on proper structure, efficient communication mechanisms, compensation to support corporate goals, and specific human resources processes.
  • · Financial consulting: Financial consultants engage in a variety of projects ranging from helping firms establish more efficient processes for managing financial information to helping companies make better financial decisions with the data they have. Consultants are also utilized by investment banks and other institutions to guide on portfolio management and the hiring of top financial talent.
  • · IT Systems and Implementation consulting: IT consultants play a role in designing, developing, and/or implementing information technology systems for financial reporting, inventory control, human resources, customer relationship management, e-commerce, etc. This type of consulting often requires a thorough understanding of the information technologies, the business processes and the strategic context in which the information system is deployed.

The Industry

Consulting is a very broad term. For many they think of large firms like McKinsey & Company or A.T. Kearney. However, there are many boutique firms that only consulting within a particular function, like supply chain.

Large consulting firms are a typically a collection of functional practices. In these firms there are typically virtual industry-based practices as well. Projects would then happen in an intersection of one or more functional practices with the industry practice. Consultants would typically have their office within the functional group.

Skills Desired

The consultant’s job is generally to define the problem facing the client and propose or implement the appropriate solutions. Candidates should be able to quickly take advantage of prior experience, hypothesize solutions, analyze them, find a course of action, and effectively communicate their recommendations. Firms seeking internal or external consultants expect candidates to have a well-developed ability to work in teams, strong communication and presentation skills, financial analysis skills, leadership skills, and strong problem definition and critical thinking skills.

Using the Curriculum at Broad

Functional Consulting – see the relevant “Careers in…” for curricular recommendations if you are focusing on consulting within a function.

Management Consulting – For more broad-based consulting, firms will recruit any major. Any of the four primary concentrations at Broad (Finance, Human Resources, Marketing, and Supply Chain) are a good starting point. As for a choice of secondary concentration:

  • Supply Chain. Some firms have a preference for SCM due to it process-orientation.
  • Finance. Knowing finance is essential in any business setting.
  • Marketing. Additional studies in marketing are useful for positioning.
  • Leadership and Change Management. Evaluates how changes are implemented.
  • Strategic Management. Focuses on strategic decision making.
  • Hospitality. If you are interested in firms with practices serving this industry this would be a good choice.

Resume Construction

Consulting resumes may look very much like their functional counterparts. However, constructing the resume so it more closely mirrors the work being performed is a definite advantage.

Specifically, experiences can be listed by project, with the supporting bullet points elaborating on the process used to manage the project. These activities include building a team, collaborating with the client, doing a needs determination, as well as the business aspects of the project itself.

The key here is to focus on a few wide-ranging projects that demonstrate a variety of skills. You wouldn’t want to elaborate on every project.

Getting In

When interviewing, it is very important to know the practice for which you are being interviewed. Typically at the Broad School you will be interviewing for a specific practice, and not the firm as a whole. When interviewing for a firm more broadly, consultants like it when interviewees have specific practices in mind. So, you need to do your research on the structure of the particular firm.

Case interviews are often used by consulting firms. The MBA Career Services Center at MSU will help you practice your case interviewing. After you have learned how to manage a case interview, it is important to keep practicing with classmates until you have at least ten case practices completed. Case interviewing may constitute several rounds of back-to-back cases. It is not unusually for firms go give up to 17 interviews across four rounds of interviewing.

Etiquette and how you present yourself at dinner meetings will also be assessed. Prepare for very strict dining etiquette before attending interview day on site.

Meeting and getting to know an alumnus in the practice is also a very helpful way to make it into the process. Consulting jobs are highly sought after, so even getting a start can be competitive.

Some firms, like McKinsey, only recruit during a specific period of the year. The process begins with an on-line application. Watch eRecruiting and emails from the CSC to notify you of when to apply. You should keep on top of the websites of target firms as well.

The Lifestyle of a Consultant

The commonly held perception that consultants travel a lot is true. Many consultants live away from “home” for weeks or months at a time. Others fly out on Sunday night and back on Thursday night to spend Friday at the office, though that becomes tedious.

The work-life balance, though, is highly dependent on the practice you are in, where the clients tend to be located, and whether the work can be accomplished remotely. Especially in boutique firms, consultants spend little time at the client site, or have clients located nearby. Occasionally in large firms, though, there are practices that are located near their client base and have less travel.

In general, though, expect a lot of travel. Decide before you apply if you are willing to accept the trade-offs involved in a career in consulting.

Introduction to MBA Cover Letters

Introduction to MBA Cover Letters

According to topschoolsintheusa, the purpose of the cover letter is to tell the reader on the idea that your qualifications match the job requirements very well.

As opposed to your resume, which is a general document, the cover letter is specific to each job.

If your resume contains all your qualifications, why have a cover letter?
The resume demonstrates your qualifications in general.
The cover letter more clearly elaborates on how your qualifications fit any given position.
Also, it convinces recruiters to read your attached resume.

You always send a resume with a cover letter.

The cover letter is known as a “covering letter” in many countries.

Your goal is to show the recruiter that you are of unique value to them.

It also demonstrates your knowledge of the company and position.

Finally, the cover letter allows you to demonstrate how your career interest fits with the company. That is, you aren’t just looking for a job, you are looking for THAT job.

Cover Letter Strategy

Employers do not always look at the cover letter. Many employers, however, recognize the value of the letter and will read it.

In order to communicate your message to them, the letter must be interesting enough to keep their interest.

You must also differentiate your cover letter from the many others recruiters will read.

The list we just formed must set into a context to make it interesting. This context is within the job or a project itself.

An example follows:

A sample cover letter paragraph follows. Note that it includes the prioritized knowledge and skills, as well as some others.

While working at Aerospace Systems I was deeply involved with the strategic planning process, particularly with systems and technology issues. Consulting with diverse vendors of technology services in the aerospace industry allowed for many opportunities to achieve significant results for the vendor as well as my own firm. In managing these vendors I coordinated the entire project, from initial negotiation through project completion.

Assignment: Now, using the Microsoft Word document you used earlier, construct your own paragraph.

Creating a Scannable Resume

Creating a Scannable Resume

Types of scanning

It is important to clarify what they mean by ‘scanning’. It is very common for companies to scan your resume and keep it as a graphic image. Once you have applied to a company you will be entered into their ‘applicant-tracking database.’ An important part of this database is allowing any user in the company to access your profile, and view or print your resume. Your current resume works fine for this system.

Alternatively, some organizations scan the resume then run Optical Character Recognition (OCR) software on it. This software scans the document, removes any “unwanted” text and then does a key word search. The resume is essentially ‘graded’ against established criteria, such as a minimum GPA. The software also counts the number of occurrences of keywords or phrases such as project management, engineering, profit and loss, distribution, etc.

How often will OCR happen?

  • Internet. It is safe to assume that any time you complete an on-line registration form on the Internet, or upload a resume to a public site that it will be scanned with OCR.
  • MBA PCC. Recruiters who get your resume from the MBA PCC tend to not scan. At least not initially. Pre-selection is based on personally reading your resume and meeting you. At some point later in the process it may be scanned. If you are not selected for an interview, your resume may be scanned with OCR for later retrieval.
  • Other sources of leads. These companies may or may not scan. Even companies with OCR do not use it on every candidate. Senior management, MBAs, and engineers are often read personally. Unsolicited resumes and undergraduate resumes are often scanned simply because of the volume of those resumes.

Writing a scannable resume

According to topschoolsintheusa, a scannable resume is a hard copy version of your resume, but different than what you normally do for your resume. Take note that the keywords are all skill-focused nouns. In your current resume the emphasis is on verbs. Here are some basic rules to follow when writing a scannable resume:

  • Keywords in the resume should be skill-focused nouns.
  • Be sure to spell out “P&L” to “Profit and Loss” and use both “purchasing” and “procurement” and “standard query language” for “SQL” or American Production and Inventory Control Society (APICS).
  • Since the resume is converted to a text file and graded, include NO graphics. This means no lines, bullet points, boldface, italics, images, etc. OCR will encounter errors when trying to translate these. Too many errors may negatively impact your résumé’s ability to be graded well.
  • Send only originals of your resume (do not send a photocopy). Do not fax the resume, and do not fold or staple the resume. This will improve its grading by OCR.
  • Font should be 10-14 point. Fonts should be sans serif style (i.e. Arial) and not Serif (i.e. Times New Roman, Garamond)…in-other-words, no “curl’s” at the end of letters and more “block” lettering is preferred. This is often referred to as PDA style writing. It is less fancy and how you learned to print in grammar school. This is Times New Roman, This is Arial.

Writing a text resume

A text resume is a text-only version of your resume that makes it easy for pasting into websites. Here are some rules for text resumes:

  • You need top headings rather than left columns. Nothing should be in columns.
  • Make sure to replace all tabs and use the space bar for spacing. It is best, however, to not try to line anything up because you do not know if the output uses proportional spacing or not.
  • Avoid trying to use asterisks (*) for bullets – they may produce an error. So will hyphens, slashes, etc. Use blank lines to make the resume look more appealing.
  • Do not make manual line breaks except for the end of a bullet/sentence. Just let the text run on.
  • Font format & style do not matter; they will put it into a database.
  • Most will limit the resume to 700 characters, which can contain a 2-page resume (although not recommended).
  • You may want to add a “keyword” section at the bottom. Since the resume is in a database it can be keyword searched.

Keywords tend to nouns (“project management”) rather than verbs (“managed project”). When using keywords, list them in ALL likely forms (i.e. “SQL”, “standard query language”, and “sequel server”). See second bullet point under “scannable resumes,” above. Resumes searched in databases tend to use keywords that are nouns (i.e. negotiation).

Typically, when a resume is read, it is the verbs that stand out (i.e. negotiated). The keyword section should have common noun-forms for your skills.

  • Paste from MSWord (to avoid sending viruses) into Notepad, or some other basic word processing program, and then rearrange it so that it looks good as a text document. Check your resume each time as it may paste different each time you do it.

For more information visit:

  • Electronic Resumes –

  • e-Resumes –

  • Scannable Resume –

  • Scannable Resume –

So, what do I send?

In general, send your current, accomplishment (verb-based) resume unless you have reason to suspect otherwise. Companies who scan will often list on their web pages what type of resume to send. Read carefully any literature from a company that discusses the application procedure. If you are in doubt – ask someone at the company.

MBA Career in Finance

MBA Career in Finance

This guide is intended to introduce MBA candidates to an overview of finance careers, specific resources for finance job-seekers, and helpful advice to getting into various finance careers. It is not a comprehensive guide, you can download those from and

Moreover, you will work closely with the finance career coach in the MBA Career Services Center on tailoring your unique experiences and desires into an action plan for your specific career goals.

We several up front cautions, however. First, if you intend to have a career in finance, you should endeavor to do your internship in finance. Students who choose finance and supply chain as a dual major are at a disadvantage to those who choose finance and corporate accounting as their concentrations. Further, while your background before the MBA program does not necessarily niche you into any certain area, doing an internship in supply chain will likely niche you into supply chain in the eyes of corporate recruiters.

Finance is the management of large amounts of money, especially by governments or large companies. Additionally, many roles in finance seem quite glamorous. Investment banking, mergers and acquisitions, and other fields are all highly sought after. We find that frequently candidates changing career do not fully understand what these roles are and the commitment (and excessive hours) they require. Similarly, these positions may not be the road to wealth that many people expect. Make sure you go in with your eyes open to the reality of the positions for which you apply. Finally, while we encourage you to reach for the stars, make sure to keep your feet grounded as to what to realistically expect given your prior experience level in accounting and finance. You may be required to “pay your dues” or start at the bottom and work your way up.

Overview of Industries


Corporate Finance

The primary recruiting base for MBAs from Michigan State University is corporations looking for finance staff. A significant number of these employers recruit MBAs into rotational programs aimed at giving the new hire experience in several areas of finance, familiarity with the multiple businesses of the company, and exposure to the executives across the company.

Positions: Financial Analyst, Finance Development (Rotational) Programs

Getting In: Expect technical finance questions and case questions. Full-time recruiting typically is during fall semester. Intern recruiting begins in fall and continues through early spring.

Corporate Treasury

Another common role in corporation is Treasury. This is the staff that manages the corporation’s investments into stocks, bonds, real estate, and other assets.

Positions: Treasury Analyst, Treasury Development/Rotational Program

Getting In: Expect technical finance and case questions. You might also be asked to give a stock pick. Full-time recruiting typically is during fall semester. Intern recruiting begins in fall and continues through early spring.

Mergers and Acquisitions / Venture Groups

Some corporations that grow through acquisitions have a group dedicated to that function. These positions are few and require significant experience in finance.

Positions: M&A Analyst, Corporate Venture Analyst

Getting In: Solid prior finance experience. Recruiting typically happens at various times throughout the year. Except for the largest firms, most hire when they have a need.

Consulting Firms

Many MBAs find opportunities within consulting. Consulting can either be “management consulting” or functional consulting. Finance is one of those functions where consultants can focus. Consulting firms tend to be organized by practices aligned along functions, which determines the office in which a consultant is based. Virtual (and sometimes actual) practices are often aligned along industry expertise. These two dimensions (function and industry) form matrix organizations. Consultants tend to work at specific intersections, known sometimes as “nodes.” Whether your goal is management consulting or financial consulting, you need to first identify the practice in which you want to be based.

Positions: Senior Consultant, Consultant (for lesser experienced MBAs)

Getting In: Many consulting firms rely heavily on case interviews, as well as technical interviews for functional practices. Full-time recruiting typically is during fall semester. Intern recruiting begins in fall and continues through early spring.

Commercial Banks and Insurance Companies

Commercial Banks

Commercial banks present opportunities often overlooked by MBAs changing careers into finance, and thus are great prospects. Banks often have management rotation programs, as well as direct hire positions into commercial credit, or in wholesale banking, which means taking care of all the financing needs of a Fortune 100 client, including investment needs, debt financing, and merger financing. Some banks also hire MBAs into risk assessment roles.

Positions: Management Rotation Programs, Commercial Credit, Wholesale Banking, Risk

Getting In: Typical interview process. Full-time recruiting typically is during fall semester. Intern recruiting begins in fall and continues through early spring.

Insurance Companies

Insurance companies also have management rotation programs leading up to senior management positions.

Positions: Management Rotation Program

Getting In: Typical interview process. Full-time recruiting typically is during fall semester. Intern recruiting begins in fall and continues through early spring.


Bulge Bracket

Bulge bracket firms are what many people think of when they say investment banking. There are numerous positions within the company. A commonly desired entry point is as an equity or fixed income (debt) analyst or associate looking for investment opportunities in their industry of expertise. Associates pitch their stock picks to the Portfolio Manager, who decides what stocks are in and which are out. When the decision to invest or sell is made, the trade is ordered from the trading desk. On the “distribution” side MBAs work with possible institutional investors who may want to buy into the various portfolios available. Hedge Funds are high risk funds that are widely diversified across equity, debt, currency, real estate, and other assets. Hedge funds are highly desirable, but are managed by the best of the best, and take years to work into. Bulge Bracket Banks also Corporate Finance and other services.

Positions: Equity Analyst/Association, Fixed Income Analyst/Associate, Trading Desk, Distribution, Portfolio Manager (for very experienced MBAs), Hedge Fund Manager (for very senior, experienced MBAs).

Getting In: Be prepared to pitch a stock pick either in writing or in person. Stick to an industry you know well when making these picks. Also, all these positions are very competitive to get into, so make sure you sell your passion. Prior investing on your own may make the difference, although the being in the Student Investment Fund will help. Full-time recruiting typically is August and September. Intern recruiting often follows the same time frame, though some firms recruit interns during January.

Mid-Cap and Boutique Firms

These smaller firms run more limited investment portfolios, but the roles are very similar to those in Bulge Bracket firms. Being smaller, they may be easier to gain entry into if you can develop contacts in them.

Corporate Finance

Although the name can be confusing, banks use Corporate Finance to refer to the structuring of deals centered around Mergers and Acquisitions. If a company were to acquire another, the mixture of debt and equity financing can yield major returns for the company. Only MBAs with significant experience in finance will land these prized positions.

Positions: M&A / Corporate Finance Banker

Getting In: Know how to structure a deal in great detail. Full-time recruiting typically is August and September. Intern recruiting often follows the same time frame, though some firms recruit interns during January.

Private Equity

Private equity firms arrange for investment in companies that are not publicly traded on any stock exchange.

Positions: Associate

Getting In: Look for firms that are raising funds. Sell your prior industry experience heavily since that knowledge is what the firms find attractive. You need to demonstrate excellence in both finance and strategy. Full-time recruiting typically is August and September. Intern recruiting often follows the same time frame, though some firms recruit interns during January.

Venture Capital

Small firms looking for cash to grow their business find financing with venture capital firms, which are a form of private equity. These firms collect private capital from interested investors, then look for prospective businesses to grow. Venture Capitalists not only identify prospects within their area of industry expertise, but also are actively involved in the management of those companies as they grow.

Positions: Associate

Getting In: Look for firms that are raising funds. Sell your prior industry experience heavily since that knowledge is what the firms find attractive. You need to demonstrate excellence in both finance and strategy. Full-time recruiting typically is August and September. Intern recruiting often follows the same time frame, though some firms recruit interns during January.

Skills Desired

Finance careers require the same soft skills as any other career. However, quantitative skills need to be superior. Finance professionals in many roles need to analyze both quantitative (typically financial) and qualitative data, then build models upon which to base decisions. Here are specifics about desired skills.

  • Critical, detail-oriented thinking, with strong quantitative skills.
  • An understanding of managerial accounting, and operations background can help in project analysis. MIS coursework may help with both internal systems and general analysis tools.
  • Knowledge of financial markets, capital structure and other fiscal policies and risk management.
  • An understanding of financial statements, an ability to analyze those statements and an ability to translate financial and other information into opinions about credit quality and relative pricing of equity securities.
  • Candidates should be able to forecast scenarios, analyze them and recommend a course of action.
  • The ability to create and use financial models is essential.
  • All employers seek leadership skills and the ability to work in teams.
  • Strong oral and written communication skills.
  • Personal computer proficiency and information technology skill.

Resume Key Words

? Accounts Payable: Streamlined accounts payable functions, established common vendor files, eliminated duplication and reduced monthly processing time by 20%.

? Accounts Receivable: Introduced improved accounts receivable and collection policies that decreased outstanding receivables by an average of 40% monthly.

? Asset Disposition: Determined proper asset disposition, sale, and leasing options following plant divestiture.

? Asset Management: Established Asset Management Division to control $55 million in capital equipment and technology.

? Asset Purchases: Structured and executed asset purchase of Zylong Corporation in Canada.

? Audit Controls: Implemented a stringent program of audit control to reverse previous findings during Coopers & Lybrand external audit review.

? Audit Management: Directed financial and operational audit management programs of 89 sales, manufacturing, and distribution businesses worldwide.

? Capital Budgets: Formulated, justified, and managed $8 million in capital budgets annually.

? Cash Management: Redesigned cash management processes, renegotiated banking relationships, and created the corporation’s first comprehensive corporate treasury function.

? Commercial paper: Structured and negotiated over $125 million in commercial paper transactions with Chase Manhattan Bank.

? Corporate Development: provided strategic, financial, legal, and negotiations expertise for corporate development initiatives, including mergers, acquisitions, joint ventures, and technology licenses.

? Corporate Tax: Led a team of eight responsible for corporate tax filings in more than 1,000 local, state, and federal jurisdictions.

? Cost Accounting: Implemented automated cost accounting systems to analyze all labor, material, technology, process, quality, testing, and manufacturing costs for each product line.

? Cost Avoidance: Introduced proactive management techniques to strengthen focus on cost avoidance and elimination within each manufacturing process.

? Cost Reduction: Delivered over $2.8 million in first year labor, inven­tory, and delivery cost reductions.

? Cost/Benefit Analysis: Conducted large-scale cost/benefit analysis studies to capitalize upon long-term growth and profit improvement opportunities.

? Credit & Collections: Reduced DSO by 28% through improved credit and collection processes.

? Debt Financing: Negotiated $2.5 million in debt financing with a major banking institution and a regionally based venture capital firm.

? Divestiture: Planned and executed profitable divestiture of the $ I.5 million emerging electronic commerce product line.

? Due Diligence: Orchestrated complex due diligence reviews in coopera­tion with outside financial advisors, accountants, and legal counsel.

? E-Commerce: Launched the company’s entrance into e-commerce to capitalize upon Internet marketing and partnership alliance opportunities.

? E-Trade: Designed and implemented client-server based e-trading system to allow the instantaneous processing of stock and bond transactions.

? Employee Stock Ownership Plan (ESOP): Led Weinhold Winers through successful LBO and ESOP transactions, creating a corporation that is now ranked #1 in nationwide market share.

? Equity Financing: Structured a three-way partnership between 3M, Telecom, and IBM for $160 million in equity financing for new tech­nology venture.

? Feasibility Analysis: Led 22-person finance team managing complex feasibility analysis and developing projections for TLC’s global market expansion.

? Financial. Analysis: Created team-based financial analysis models integrating financial data for all 52 operating locations worldwide.

? Financial Audits: Planned and managed more than 50 financial audits throughout all Xerox sales and service operations.

? Financial Controls: Designed and implemented a comprehensive program of financial controls and accountability to reverse previous years losses.

? Financial Models: Developed financial models for cost/benefit analysis, joint venture analysis, staffing analysis, and compensation design.

? Financial Planning: Directed financial planning functions for both U.S. and European operations, and presented final results to the Board of Directors.

? Financial Reporting: Eliminated unnecessary financial reporting and created a comprehensive PC-based program to integrate financial data from all operating divisions.

? Foreign Exchange (FX): Implemented foreign exchange and currency hedging programs to protect IBMs Asian assets.

? Initial Public Offering (IPO): Raised $54 million in public and private investment to fund IPO.

? Internal Controls: Designed and implemented a comprehensive program of internal controls governing finance, accounting, capital assets, and technology acquisitions.

? International Finance: Resigned core domestic financial systems and processes to create a new international finance function to support business expansion and product line diversification.

? Investment Management: Assigned concurrent executive responsibility for administration of $50 million in investment management.

? Investor Accounting: Personally managed investor accounting, report­ing, and presentations.

? Investor Relations: Created a sophisticated investor relations, program, restoring credibility throughout the financial community.

? Job Costing: Restructured job costing standards to eliminate excess expenses and strengthen bottom-line profitability of all key projects.

? Letters of Credit: Issued $10 million in letters of credit to fund the acquisition of gold, silver, and other precious commodities.

? Leveraged Buy-Out (LBO): Led management team in successful LBO of ABC Transportation, formed new executive team, and re-launched national sales programs.

? Liability Management: Created a formal liability management program to control major losses resulting from downward trend in the aerospace industry.

? Make/Buy Analysis: Designed PC-based templates to support make/buy analysis for the Construction and Real Estate Investment divisions.

? Margin Improvement: Restructured corporate pricing on all major product lines and delivered a 12% margin improvement.

? Merger: Identified opportunity, negotiated and executed transaction for the 1999 Xerox and IBM merger.

? Operating Budgets: Managed $2 million in annual operating budgets allocated for personnel, facilities, and administrative expenses.

? Operational Audits: Planned and directed operational audits of all Red Cross blood banking facilities to ensure compliance with Red Cross policy and federal regulations.

? Partnership Accounting: Designed multi-tiered partnership accounting systems for 25 limited and general partnership real estate development projects.

? Profit Gains: Accelerated profit gains through an aggressive program of facilities consolidation, staff reduction, and asset divestiture.

? Profit/Loss (P&L) Analysis: Reviewed historical data to prepare complex P&L analysis as part of acquisition due diligence plan.

? Project Accounting: Managed project accounting function for the $3.6 million Bayside Tunnel Development Project in New Orleans.

? Project Financing: Negotiated $2.5 million in World Bank project financing for economic development programs in Ghana.

? Regulatory Compliance Auditing: Established a structured process to expedite regulatory compliance auditing, reporting, and defense.

? Return on Assets (ROA): Increased ROA on real estate investments by 26%.

? Return on Equity (ROE): Invested $10 million in start-up industrial products company and, over six years, achieved an average 22% ROE.

? Return on Investment (ROI): Purchased failing company, revitalized sales and distribution, and delivered a 48% ROI to investor group.

? Revenue Gain: Negotiated distribution contracts throughout the Pacific Rim, delivering a 12% revenue gain in first year.

? Risk Management: Strategize and implemented TouchTones first-ever corporate risk management, insurance, and pension plan administration function.

? Shareholder Relations: Restored corporate credibility through a com­bined shareholder relations and shareholder communications initiative.

? Stock Purchase: Identified opportunity for market expansion and negotiated transaction for $837 million stock purchase of the Telephone Group, Inc.

? Strategic Planning: Facilitated cross-functional executive team through a complex, multi-year strategic planning process.

? Treasury: Redefined the vision, mission, and objectives of the Corporate Treasury Department to align financial targets with operational goals.

? Trust Accounting: Developed and implemented formal trust accounting and pension plan reporting functions to replace reliance on third-party administrator.

? Work papers: Streamlined accounting processes to reduce work papers and documentation requirements.

Getting In

? Contact alumni. Working with alumni is key for MBAs trying to get in. Alumni can provide advice, help you learn more about the career path, and perhaps provide contacts for you. Alumni also will help you have in-depth insight into the types of projects done in the company or during internships, so you can make your cover letter, pitch, and other interview answers more relevant. See for notes on how to log into Alumni Connection.

? Corporate packet – use P&G North American Financial Seminar as an example of on-line only.

? Always apply 0n-line to any company where you want to work. At very least when they meet you in some other venue (career fair, campus presentation, referral from an alumnus) they will be able to find you in their system and begin to process you as an applicant. At times, however, being registered on-line may spark an interview, especially if MSU is one of their target schools or they recruit mainly through their website.

? Check eRecruiting for notes on specific employers. You may see posted there any insights we have collected from past candidates. If companies have a limited window to apply, that may be noted as well.

? Be passionate about finance! Know why you want to work in finance and what you want to do. All to often students focus on their desire for the particular company or qualifications (which are important, too), and fail to sell that they want to work in finance.

? Research, Research, Research! Too many candidates have lost out because they didn’t understand how the company is structured or what the finance career path is.

Technical Interview Questions for Finance

Technical interviews test your knowledge of finance. Below is a list of questions MSU MBA candidates have been asked in recent years. Many of these questions are like a verbal quiz about finance. Others are more like miniature cases based on real situations in finance.

? What do you know about WACC? Where do the cost of capital and cost of debt values in the WACC equation come from?

? What is better for our company, 2/10 or net 30?

? If you are analyzing the credit of a potential customer, what factors would you consider?

? What is good/bad about debt/equity?

? Walk me through the steps of conducting an NPV analysis.

? Is ROA a good measure of success?

? What are the methods of raising capital for a project?

? What could be some reasons why our actual cash flow was less than forecast?

? Does it ever make sense to accept a negative NPV project?

? What are some things you can do to further investigate a negative NPV project?

? How do you calculate WACC?

? What is an accrual?

? How would you go about pricing a product?

? How would you go about analyzing a situation where demand exceeded capacity?

? Which is better for your company, offering a 2% discount if paid in the first ten days, or getting the net due in 30 days?

? If you have two products that are similar, how would you decide which one you want to launch (or both?)?

? How does the increase in interest rates affect our company?

? How would you make a business profitable (discuss P&L for this one!)?

See also the guides to finance interviews (listed under readings, below).

Pitching a Stock – Investment Careers

For many roles in investment banking, venture capital, and even corporate treasury, you may be asked to pitch a stock. The company is looking for a highly structured financial and legal analysis. If done verbally, they will want a less than two minute explanation of the stock you think is undervalued and why. Be prepared for many follow up questions, both strategic and getting into the real details of the company’s finances. If in writing, they are looking for a several page brief with charts. The best training for this is presenting the board for the Financial Analysis Lab by taking FI857 Security Analysis. Written samples are available from the MBA Career Services Center.

A common mistake people make in picking a stock is to choose to ‘cover’ an industry in which they have never worked. Remember, you will likely be hired to cover specific industries, and your past industry experience is going to be a major part of the recruiter’s decision. So, stick with something you know. If you have worked for a pharmaceutical firm and want to get out of that industry, your inside knowledge and understanding of the industry is exactly what you need to leverage to do well in this exercise.

Also, recruiters are looking for candidates who have a passion for investing. If you maintain your own investment portfolio, be prepared to talk about it. If not, then involvement in the Student Investment Fund is critical.

MBA Resume Format Requirements

MBA Resume Format Requirements

The following specifications pertain to the résumé that you submit for the résumé book.


  • Your résumé must be no longer than one page
  • Use Microsoft Word
  • Use 11 or 12 point font for everything but your name
  • Your left margin should not be less than 1 inch and the rest of the margins, no less than 0.75 inch
  • Use Times New Roman or Arial font
  • It must be in the specified Kelley format
  • Use black ink and plain, cheap white laser quality paper


  • Name: 14 point font, ALL CAPS, centered and in bold.
  • Address/Phone Number/E-mail: Centered under your name.
  • DO NOT include an objective.
  • Use the following three headers: EDUCATION, EXPERIENCE, ADDITIONAL (ALL CAPS, bold, and left justified with a line beneath each header extending across the page).
  • Use the “Bottom Border” function to create the line beneath each header.


  • List each university in bold.
  • Under each university, highlight extracurricular activities that demonstrate leadership and initiative.
  • Also include academic achievements (GPA if above 3.7 and GMAT if above 700).


  • List each company name in bold.
  • List each position title in italics.
  • Under each position, highlight your accomplishments, starting each bullet with an action verb.
  • If space is not a limitation, you may want to consider adding a brief parenthetical clause to describe the company, particularly if the company does not have strong name recognition.
  • Experience should be listed in reverse chronological order with no gaps in dates
  • A good guideline to follow is that each position should have no more than 5 bullet statements and each bullet should be no longer than 2 lines.
  • Avoid the use of acronyms and technical terms


  • List all foreign languages you know and indicate whether you are fluent or conversant.
  • Include unique features such as special interests, honors, and achievements, etc.
  • Remember, this section gives you the opportunity to add some personality to your résumé.
Sample Function Specific Questions for MBA Interview

Sample Function Specific Questions for MBA Interview

On this page you’ll find questions specific to various functions:

Strategic Planning and Corporate Finance | Investment Banking | Sales and Trading
Public Finance | Venture Capital | Marketing | Consulting/Management/Human Resources
Human Resources | MIS, Electronic Commerce, Telecommunications | Health care management

What is the long-bond at?

Explain discounted cash flow analyses or valuation methodology.

Define the concept of cash flow vs. net income.

What is our stock price trading at? Market value? Sale? Net income? Price-earnings ratio?

Why corporate finance as opposed to sales and trading?

What do you hope to gain by working for our company?

Where do you see yourself five years from now?

How do you see your career progressing in our company?

What do you know about our industry?

Our ____ division is thinking of introducing a widget new product. How would you go about determining if this is a good idea?

How does M&A activity in banking affect our industry?

We are having trouble managing our (division). What do you think the key performance metrics might be and how might your go about improving them?

How would you go about valuing our (division) for a potential sale, spin-off, or liquidation?

Why an MBA? Why Kelley (Indiana)?

Why investment banking? Why this bank?

What are your outside activities? Why would you be willing to give them up for such a demanding job?

What role do you play in group situations?

What would you do if offered drugs as part of the deal? (or other ethically focused questions)

How smart are you? How do we know how smart you are?

Sell us on your quantitative skills.

If we made you an offer today, would you take it?

What did the Dow, S&P and NASDAQ close at yesterday?

What stocks do you follow and why?

What other firms have you talked to?

What does it take to be successful in investment banking? Highlight those skills from your experience.

What qualifies you to work in I-banking? In which department will you be most successful? Why?

What motivates you?

How do you perform under pressure? In what kind of environment do you work best?

Give an example of an accomplishment in your life? Failure?

Where is the _____ industry going? The market? This firm?

Ethics and I-banking: has the industry been represented fairly?

How do you regularly read on the industry?

What do you regularly read on the industry?

Name the top firms. For what are they known?

Technical: How would selling a long-term bond affect all three of the financial statements?

Technical: What is the difference between an operating lease and a capital lease? How are they reported on each of the three financial statements?

Technical: I am the owner of a privately held company and I want to take one of my subsidiaries public. I come to you for advice. How would you find the subsidiary’s value and IPO price range? How would you go about obtaining the information you need?

Microsoft Word file with 200+ I-Banking questions: IB-InterviewQ.doc

Sell me this pencil.

What other firms have you talked to?

What makes you think you can sell?

What is a bond?

What would you personally invest in?

What are forward rates, LIBOR rates?

What particular markets or instruments are you interested in? Why debt vs. equity?

Where is the market going? Where are rates going?

What does the yield curve look like? What does it mean?

Tell me what you think a trader does.

Why not corporate finance?

Describe an instance where you persuaded someone to do something they initially didn’t want to do.

What about your personality will make you a good trader?

How will you motivate yourself to make the calls you hate to make?

What are your grades?

What do you think having an MBA does for you in this field?

Tell me a joke.

Why public finance? Why this firm?

What areas are of particular interest to you? (e.g. housing, health care, utilities, education)

Why venture capital?

Why Kelley (Indiana) to study venture capital? Why not Stanford?

What particular strengths do you have for venture capital?

What do you think a venture capitalist does?

What motivates you? How do you motivate others?

Have you interacted with a variety of people from all levels from CEO to technician? With what results?

How strong is your grasp of technical issues/technology?

What operations exposure, management experiences have you had?

In addition to high-tech ventures, where do you think VC money should be going?

Do you think emphasis should be on raising money and putting it to work, or on the human capital?

What do you look for in a venture? Which is more important, the product or the people behind it?

Describe your analytical and interpersonal skills.

Do you have a high energy level?

Are you a good team player?

Have you had to deal with failure in a professional context?

Why Kelley (Indiana)? Why not Kellogg?

Why an MBA?

What is marketing? Define the difference between marketing and advertising.

What does it take to be successful in marketing?

What are the attributes of a successful marketing campaign?

How do you motivate others, particularly those over whom you have no direct authority? OR I’m sure you’ve been in a situation where you had to get participation from people who don’t report to you. How do you motivate these people?

How have you developed your interpersonal skills?

Give me a specific example of a time you solved a problem creatively?

What is the most important thing that you’ve learned about managing people from your previous work experience?

What is your biggest challenge at school?

What is your biggest accomplishment?

What are you looking for in a consumer goods (or manufacturing, financial services, etc.) company?

Give an example of an innovative solution to a business problem.

Give an example of your approach to problem solving.

What would your last boss say bout your? (How would s/he describe you?)

If I asked your classmates to describe the role you take in a team/group, what would they say?

What is the toughest challenge you faced in the interpersonal realm of your job?

Tell me about an advertising campaign that you think is particularly effective/ineffective.

What are some examples of good and bad advertising and why.

How would you describe your leadership style?

What do you think are the most important traits in a product marketing person?

Pick a product and position it.

Give an example of a good new product introduction.

Create a plan to market Brand X in Philadelphia–What’s the theme of your advertising? Be very detailed.

Pretend today is your first day at work as a brand manager for Brand X. What are the ten most important questions would you ask to find out about the brand?

I see that most of your experience has (not) been in consumer products. Do you think you would be as successful as an industrial marketer? (or vice-versa)

Rank order characteristics important for brand management.

What did you dislike about your former employer?

Give me a 30-second commercial about yourself.

Give an example of a well-managed product.

Give me an example of a leadership role you have had. Give me another one, give me another one, give me another one . . .


NOTE: In additional to trait and behavioral questions, you will want to practice case interview question. Check with the Management Consulting Academy for more information.

Why consulting? Why this firm?

Why an MBA? Why Kelley (Indiana)?

What does a consultant do? What are the three most important qualities of a successful consultant?

How do you think the consulting industry is structured? How is our practice different form other consulting firms?

How do you rank in relation to your peers?

Do you view consulting as a permanent career choice?

How would you describe the competitive niche of your most recent employer?

Give me an example of a business problem and tell me how you solved it.

How do you feel about the lifestyle issues associated with consulting?

Imagine we are reviewing your performance at our firm after working for us for six months. What do you think our evaluation would be?

Highlight your top achievements/accomplishments?

What has been your biggest setback?

With whom are you interviewing? How have you fared?

What is the most important thing you have learned in the past year?

Give me an example of a situation in which you had a problem, how you identified the problem, the methods you used to solve the problem and discuss the resolution.

If given an offer, how will you decide whether or not to accept it?

What are your strengths? Weaknesses?

Where do you see yourself in five years? Ten years? What are your long-term career goals?

Choice questions from résumé: Why XYZ college? Why XYZ company?

How have you been doing at Kelley (Indiana)? What are your grades? What are your GMAT scores? Your undergraduate GPA?

Describe a situation, work or school, where you analyzed and solved a problem. How did you do it?

Are you competitive?

What do you have to offer this firm?

Why an MBA? Why not a Masters in Labor Relations or a Masters in Sciences in Human Resources?

Why Kelley (Indiana)? Why not Michigan or Cornell?

Walk me through your résumé.

What are the most significant challenges confronting the human resources function over the next five years?

What have been your most significant accomplishments? Why were they significant?

What obstacles have you faced? How did you overcome them?

How do you think human resource activities add value to our company?

Describe a change effort you have undertaken. What was your role? What specifically did you do?

The ability to develop effective teams is an increasingly important skill. Can you think of a time when the development of a team was critical to a project you were working on? What was your role? What did you do to contribute to the team’s success?

What have been the most important professional experiences you’ve had during your career? What experiences have helped you solidify your skills and/or enabled you to advance to the next job?

If you were responsible for picking your successor, what would you look for in that person? What important skills (technical and non-technical) and characteristics would that person need to possess?

What will the human resources function look like in the future?

How will human resource professionals’ responsibilities change over time? What skills and/or competencies will human resources professionals need in the future?

How would you measure or evaluate the value of human resources to a business?

Why an MBA? Why not an advanced technical degree?

Why Kelley (Indiana)? Why not Carnegie-Mellon, MIT, or Berkeley?

Describe your skill set. What technologies do you understand?

In what ways have you utilized existing technology?

What programming languages do you know?

What platforms do you know?

What are you competent in?

Have you implemented a change project? What problems have you faced?

What is your past experience with _______ (various applications, past projects, network applications)?

Have you dealt with client/server networks before? Token rings? Intranet programs like Notes or Exchange?

How have you managed your team?

What do you think is the future of network computing? The Internet? Electronic commerce?

Why have you focused on the health care industry?

Why an MBA? Why not a Masters in Health Administration?

Why Kelley (Indiana)?

What are the attributes of management success in the health care industry?

Where/How have you developed those attributes?

What motivates you? How do you motivate others?

How do you function in a group? Give examples of teamwork.

What is the most important thing you have learned about people from your previous work experience?

What do you look for in a job? In a boss?

Did you ever think of pursuing a career in medicine as a health service professional?

Choose one of these issues and give some recommendations on addressing it: managed care, HCA fallout, and any other current controversial public issue involving health care.

What are the most important issues emerging in health care management? Prioritize them.

What functional skills will you bring to a hospital environment?

What are your goals?

MBA Career in Human Resources

MBA Career in Human Resources

According to AbbreviationFinder, Human Resources are abbreviated as HR. Human resources professionals work a variety of roles that span the company both horizontally or vertically. There are many specialties within HR that can include high-level strategic planning, implementation, and/or day-to-day management of the specialty. Many HR professionals complete a rotational program following their MBA for exposure to all of these areas. A skill sets required range from strategic reasoning, to strong interpersonal skills. In many organizations quantitative skills are essential for success.

  • Recruiting and Staffing: Staffing departments determine marketing strategy and build plans for recruiting employees possessing key skills set matched to specific positions and functions within the firm. Technical aspects include observance of numerous laws, quantitative justification of selection criteria, with an eye toward retention.
  • Training and Development: Work with employees to build skill sets necessary for success within the company, mapped to corporate goals. Most people in T&D both train employees themselves and coordinate third-party training programs.
  • Compensation and Benefits: Positions vary from planning compensation and benefits offerings for employees based on strategic objectives and total cost, to working with suppliers of benefits and the employees that utilize them.
  • HR Generalist: Generalists provide all the functions listed above, typically responsible to a client group consisting of a department, division or class of employees within the corporation.
  • Organizational Development: The focus here is on building organizations to support business plans and strategic initiatives. Typically this is a position attained following success in the above functions.
  • Various Other Tracks: Including HR information systems, safety and ergonomics, and labor relations (typically dealing with negotiations, not employee relations).
  • HR Consulting: There are consulting equivalents of all of the above HR functions, ranging from strategic to being a third-party provider of the day-to-day operation.

Key Words for resume (example)

Americans With Disabilities Act (ADA): Expanded regulatory com­pliance programs to incorporate new federal ADA regulations and initiated $12 million capital investment program to upgrade facilities to meet access requirements.

Benefits Administration: Expanded in-house benefits administration function to include pension plans, 401(k) plans, tuition reimbursement programs, LOA programs, and joint spouse maternity leave programs.

Career Pathing: Introduced the concepts of career pathing, leadership development, and succession planning into Federal Express in an effort to increase executive staff recruitment and retention.

Change Management: Pioneered innovative change management programs focused on core productivity, efficiency, and safety improvement programs.

Claims Administration: Directed a 12-person claims administration function responsible for all health insurance, disability, and workers’ compensation claims.

College Recruitment: Managed a nationwide college recruitment program to attract talented young engineers and technical designers.

Compensation: Benchmarked best practices worldwide to create Knud­sen’s domestic and international compensation programs.

Competency-Based Performance: Created a competency-based perfor­mance analysis and appraisal system to identify top performers and faci­litate progressive career movement.

Corporate Culture Change: Pioneered corporate culture change initiatives impacting more than 10,000 employees at 54 manufacturing facilities and 122 sales offices throughout Europe, Asia, and Latin America.

Cross-Cultural Communications: Introduced in-house language training programs to strengthen staff competencies in cross-cultural communica­tions.

Diversity Management: Forged the introduction of diversity manage­ment programs and initiatives to expand hiring, training, and promotion of minority candidates.

Electronic Applicant Screening: Spearheaded project to implement the first electronic applicant screening process in the industry, complete with resume scanning and keyword scanning technology.

Employee Communications: Designed and produced multimedia employee communications for new hire orientation, training, and leadership development.

Employee Empowerment: Championed implementation of employee empowerment and participative management programs to increase man­agement/staff relations and cooperation.

Employee Involvement Teams: Formed six employee involvement teams to support HR’s efforts in employee downsizing, reorganization, and consolidation.

Employee Relations: Expanded employee relations initiatives to include in-house EAP and counseling programs.

Employee Retention: Designed performance-based incentives for a 200 person hourly workforce and increased employee retention by better than 26%.

Employee Surveys: Wrote, administered, and reported results of corporate-wide employee surveys investigating employee satisfaction and personal career objectives.

Equal Employment Opportunity (EEO): Achieved/surpassed all EEO and Affirmative Action regulations.

Expatriate Employment: Spearheaded a worldwide expatriate employ­ment and human resources function incorporating recruitment, training and development, succession planning, and compensation.

Grievance Proceedings: Administered over 100 grievance proceedings as the direct intermediary between union and management officials.

Human Resources (HR): Senior Executive with full operating responsi­bility for design, development, and leadership of comprehensive human resources and organization development function.

Human Resources Generalist Affairs: Administered all HR generalist affairs, including recruitment, selection, training, manpower planning, benefits, claims administration, employee relations, and succession planning.

Human Resources Partnerships: Forged innovative human resources partnerships with key operating divisions worldwide to drive common vision and achieve financial objectives.

Incentive Planning: Spearheaded incentive planning functions for sales and support personnel through ITI’s worldwide field organization.

International Employment: Created a comprehensive international employment organization responsible for all generalist HR functions and a complex expatriate compensation program.

Job Task Analysis: Conducted a sophisticated job task analysis study to delineate all core competencies, functions, and requirements of each of the company’s 22 different job classifications.

Labor Arbitration: Negotiated favorable resolutions to several high profile labor arbitration proceedings negatively impacting Bethlehem Steel’s long-term market viability.

Labor Contract Negotiations: Directed 6-person cross-functional team responsible for labor contract negotiations with Teamsters officials.

Labor Relations: Created a proactive labor relations function that successfully thwarted several work stoppages and proposed walkouts.

Leadership Assessment: Developed quantifiable tools for leadership assessment of top operating management.

Leadership Development: Pioneered innovative leadership develop­ment programs to accelerate career advancement of high-potential management candidates.

Management Training & Development: Identified organizational needs and created a 4-part management training and development program.

Manpower Planning: Created manpower planning methodologies to staff new production facilities in Iowa and Utah.

Merit Promotion: Designed a performance-driven merit promotion program to reward top producers.

Multimedia Training: Partnered with Technology Services Division to create multimedia training and leadership programs integrating voice, data, and other electronic systems.

Multinational Workforce: Managed a 42-person multinational workforce with personnel from Germany, Switzerland, Austria, Japan, Mexico, and the U.S.

Organization(al) Design: Defined new corporate vision and established new organizational design to streamline management tiers and advance staff to supervisory positions.

Organization(al) Development (OD): Spearheaded OD initiatives incorporating change management, employee empowerment, participative leadership, and process reengineering.

Organization(al) Needs Assessment: Conducted worldwide organiza­tional needs assessment to define core drivers in fast-paced technology industries.

Participative Management: Energized staff and supervisors to successfully transition to participative management organizational structure.

Performance Appraisal: Created a comprehensive performance apprai­sal system based on pre-established performance criteria.

Performance Incentives: Designed a complete portfolio of performance incentives awarded for measurable gains in production yield, quality performance, and customer satisfaction.

Performance Reengineering: Led fast-paced performance reengineering initiatives to keep pace with rapid market expansion and customer growth.

Position Classification: Designed a corporate-wide position classifica­tion system with associated salary grades, levels, and incentive structures.

Professional Recruitment: Spearheaded an aggressive professional recruitment program to identify top industry performers in sales, mar­keting, and international business development.

Regulatory Affairs: Administered regulatory affairs, compliance, and reporting with state and federal agencies governing HR operations.

Retention: Designed staff incentives and increased employee retention by better than 45%.

Safety Training: Accelerated the corporations commitment to safe work practices with the introduction of a plant-wide safety training program.

Self-Directed Work Teams: Created self-directed work teams respon­sible for full product line management, from initial R&D through manu­facturing and customer delivery.

Staffing: Redefined staffing levels to assimilate new technologies and reduce annual payroll expenditures.

Succession Planning: Created succession planning models adopted by national association as best in practices model for the entire industry.

Train-the-Trainer: Developed curriculum and instructional materials for train-the-trainer programs in technology, telecommunications, and elec­tronic commerce.

Training and Development: Planned and launched start-up of worldwide training and development division to support the company’s expansion into emerging product technologies and markets.

Union Negotiations: Led sensitive union negotiations governing salary and benefit programs for all two million members of the United Auto-workers Union.

Union Relations: Forged positive union relations through cooperative design of safe work practices and full compensation for on-the-job injuries.

Wage and Salary Administration: Developed a corporate-wide wage and salary administration program to ensure equitable compensation across all geographies and job classifications.

Workforce Reengineering: Led a massive workforce reengineering initiative to reduce Terminal’s worldwide staff by 30% by the end of 1999.

Interview Questions for Human Resource

General Questions:
1. Tell me why you chose Human Resource Management as your profession.
2. Do you have a personal philosophy about HR management?
3. What do you like most about HR? What do you like least, and what do you find the most challenging?
4. During your experience of working in HR (if you had one), to which positions have you reported and which reporting structure do you prefer?
5. How do you stay current with changes in employment laws, practices and other HR issues?
6. An employee tells you about a sexual harassment allegation but then tells you they don’t want to do anything about it; they just thought you should know. How do you respond?
7. Describe the most difficult employee relations situation you have had to handle, how it was resolved or not, and why.
8. What would you do to help your prospective human resources department to become a strategic partner?
9. As HR professionals, we often deal with legal and ethical situations. Tell me about an ethical situation you have encountered and what part you took in resolving it. Tell me about any illegal discrimination charges you have handled and how these were resolved.
10. Tell me about your policy development experiences. What employment policies have you developed or revised?
11. Describe your knowledge of/involvement with progressive discipline.
12. Describe your knowledge of/involvement with Performance Evaluation processes.
13. Tell me about your experience in training and developing your employees or managers.
14. Tell me about training and development programs you have developed.
15. Have you ever worked in a Union Environment? What were the positives/negatives?
16. Imagine that a manager wants you as an HR professional to terminate an employee contract in contrast to your company’s termination policy. How would you resolve this?
17. Describe to me in a few sentences the purpose of the following basic Federal regulations: (select one or more, as applicable) Title VII/Civil Rights Act, FLSA, WC, FMLA, ADA

Recruiting Questions:
1. How much recruiting experience do you have? What type of positions have you recruited for in the past?
2. Discuss why you feel that Human Resources/Recruiting is the right profession for you.
3. List your experience with and/or knowledge of Affirmative Action Planning and Applicant Flow reporting.
4. What recruiting tool do you consider to be most valuable to you? Explain.
5. What do you consider to be your greatest talent as it relates to recruiting?
6. What do you consider to be the most challenging aspect of corporate recruiting?
7. Can you work extended hours when needed?
8. What is the most unique or non-traditional recruiting approach you have tried? Was it successful? Why or why not?
9. Are you familiar with full cycle recruiting?
10. How do you develop relationships with line managers?
11. Have you ever developed a staffing plan?
12. Tell me about your internal posting process.
13. If you were to fulfil diversity initiatives at you company tell me about staffing efforts that you would undertake?
14. Are you familiar with e-recruiting? Tell me about your success utilizing this method.

Compensation/Benefits Questions:
1. Provide me with an overview of employee benefit enrollment process at your previous organization. What duties were you responsible for within this process?
2. How did/would you communicate benefit updates to employees?
3. Tell me about a time when you had to present a benefit program to a group of employees to win their buy-in. What was the outcome?
4. What was a compensation philosophy at your previous organization?
5. Describe your previous organization’s salary administration process. In what ways was it effective? Ineffective?
6. What is your knowledge of/experience with variable compensation?

MBA Career in Information Systems

MBA Career in Information Systems

In today’s successful organizations information systems and technology have become indispensable in the way managers define and execute corporate strategy, manage valuable resources, and formulate their organization’s unique value proposition. The IST Portfolio equips IT-capable managers and consultants for a variety of functional areas including Finance, Marketing, Operations, Supply Chain, and Human Resources who are able to leverage IST resources for competitive advantage. The IST Portfolio also develops leaders for the MIS organization who conduct systems and technology planning and analysis, software project management, and technology-based support for business operations and processes.

Some of the typical job descriptions are:

  • Consulting: Consultants work in teams with clients to design and implement a wide assortment of IT and system applications. Enterprise systems applications, customer relationship management tools, and e-business platforms are some of the projects consultants implement for clients. These positions demand an eclectic set of technical knowledge, cross-functional business understanding, and strong leadership and communications skills. Consultants typically become well versed with vendor-specific platforms and must work to integrate these systems with the client’s existing systems and the business strategy of the firm.
  • Project Management: Project management requires coordination of various teams to achieve timely and economical development and procurement of new software solutions, and successful implementation of new systems in organizations. Strong leadership and communication skills, project management skills, an understanding of the functional areas of the business and the industry context for the system, and the ability to evaluate/justify new technologies are all important prerequisites.
  • Business/Process Analyst: Initiating and implementing new systems applications requires an understanding of user requirements, the affected business processes in their industry contexts, and logical modeling of the proposed system. Since analysts bridge the gap between application users and developers, they need business and technical expertise, strong analytical modeling capabilities, and effective communication skills. Analysts apply cutting-edge modeling methodologies such as use case scenarios, UML, object-oriented analysis and modeling, and computer-aided systems engineering tools, along with other evaluative approaches from capital budgeting and managerial accounting, and strategic management.
  • Line Management in Other Functional Area of Business: By combining IST expertise with knowledge of a functional area of business such as Finance, Marketing, or Operations, future senior managers will be able to recognize and apply new technology solutions to problems in their organization early in their careers. IT-capable product managers, financial analysts, supply chain analysts, and plant managers can become effective in the information economy by utilizing strong analytical skills, understanding technology evolution and adoption, and accurately estimating the costs, benefits and risks associated with new applications.

Skills Desired:

Individuals in the IST career path create strategic and technical solutions to enhance business processes. They recognize emerging technology trends, conceive and design new business applications, and support the development and installation of new technical solutions for business problems—transforming the competitive capabilities of the firm in the process. All managers and consultants in this area must develop strong leadership skills, communicate effectively, possess analytical problem solving skills, be able to build and lead cooperative teams and partnerships, and understand the organizational change process.

  • Consultant skills include the ability to define and analyze business, technical and strategic problems. They should also be able to develop and install creative process and technology solutions, lead and work within teams, communicate effectively, perform financial analysis and capital budgeting, and interface with diverse functional areas.
  • Project management skills include evaluation of new technology solutions, cost/risk estimation, management of the systems development life cycle, IT outsourcing, systems implementation, and effective project-related communication with senior management.
  • Business process and systems analysis skills include modeling user requirements, process modeling, analytical skills, use of CASE tools, and enough of an understanding of programming to be able to do some of the work that others in a software development team actually do full time.
  • Line managers in functional areas of business are able to leverage IST resources when they develop skills in the strategic use of IT, decision analysis, databases, systems development, applications integration, and technology architecture.
MBA Job Interview

MBA Job Interview

An interview is a two way information exchange between an employer and a prospective employee. Not only does it give companies a chance to evaluate you as a potential employee, it also gives you the opportunity to assess your own fit within an organization. Try topschoolsintheusa for 64 most common interviewing questions.

The two most common types of interviews conducted by MBA recruiters, behavioral interviews and case interviews, are described in more detail in each corresponding section.

What Do Recruiters Seek In Candidates?

  • Communication/interpersonal skills
  • Ability to work well within a team
  • Analytical and problem-solving skills
  • Ability to drive results
  • Leadership potential
  • Fit with corporate culture

Interview Sales Plan

  • Set your goal
  • Research the company and position
  • Speak to alums at the company
  • Incorporate your unique differentiators into effective interview stories
  • Prepare thoughtful questions
  • Be mindful of the “soft” skills

Interview Types

  • Informational
  • Employment
    • Screening
    • Second rounds
      • Case presentations
      • Assessment centers
      • Psychological profile

Interview Formats

  • Situational Interviews
    • Individual or group
    • Typical for internships
  • Individual Case Interviews
  • Group Case Interviews

A Few Important Hints

  • Avoid discussion of compensation
  • “Close the Sale” – have you executed your plan?
  • Be timely in your follow-up communication
  • Seek advice if “dinged”
MBA Career in Marketing

MBA Career in Marketing

Brand Management

At the highest level, Brand Managers supervise the marketing function for a specific brand of a consumer product. Brand managers are often compared to small business owners because they assume responsibility for a brand or a brand family. They always focus on the big picture. It is a job of a Brand Manager to distill the brand’s essence, map out competitors in their brand category, identify marketing opportunities, and be able to effectively communicate the unique benefits of that product or service.

There are several entry positions within Brand Management:

Brand Manager 3-5 years, fully responsible for a brand’s business results, majority of time spent on planning, coaching, subordinates, and managing larger projects. Relies on assistants and associates for analysis.
Associate Brand Manager 2-3 years, more emphasis on managing projects and generating results. Reports to a brand manager.
Assistant Brand Manager/Marketing Assistant 1-2 years, emphasis on analyzing, reporting, executing plans, and learning the business. Reports to a brand manager.

Personality Traits of a Brand Manager: highly motivated, able to handle broad responsibilities easily and with little supervision, thrives on constant change, and has good communication and persuasion skills.

Business Development

Business Development professionals are usually responsible for proactively coordinating and implementing business development plans for an organization or a particular division within that organization. More specifically they determine business objectives and identify appropriate business opportunities for a company or a certain division based on market analysis and research recommendations; they execute approved business plans and lead implementation at all phases. Usually Business Development professionals have an objective of increasing size of the company’s market share, and with these goals they develop and execute comprehensive marketing and business plans to support new platforms and products, and also continuously look for new business opportunities.

Personality Traits of a Business Development Professional: strong leadership and teamwork skills, ability to perform work with little or no supervision, strong decision-making and critical thinking skills, knowledge of company’s industry, proven negotiation skills, and strong capability to handle multiple tasks and priorities.

Marketing Research

Marketing Research Managers are responsible for the marketing intelligence function of an organization. To support major marketing decisions, they coordinate activities such as collecting, analyzing, and interpreting data on marketplace trends and consumer preferences; they direct activities concerned with development of new concepts and ideas for organization’s products, services, or ideologies. Marketing Research Managers plan and formulate aspects of research and development proposals, such as the objective of the projects, applications that can be utilized from findings, project costs, and equipment and human resource requirements. It is their responsibility to analyze proposals and determine if possible applications and benefits derived justify expenditures.

Personality Traits of a Market Research Manager: being detail oriented, creative, flexible, personable/ collaborative, but at times able to work independently, and have solid analytical skills and the ability to lead and direct others.

Skills Desired

The action or business of promoting and selling products or services, including market research and advertising. Careers in Marketing require quite a wide array of qualitative skills as well quantitative abilities. Ideal candidates for a marketing position would be initiative and enthusiastic in both generating new ideas and acting upon implementation, would be strong leaders and able to effectively work with little or no supervision, and have well-developed communication and teamwork skills. In addition, it is very important for marketers to have solid project management skills that are critical for handling complex multitasking and to be creative and tenacious in overcoming obstacles.

Being detail-oriented and a strong analytical and critical thinker is a must especially for people pursuing career in marketing research. As marketers often need to convince others in the viability of their ideas, they need to develop negotiation and persuasion skills. All employers seek people knowledgeable in the industry and the company, and prefer candidates with highly developed decision-making skills. Currently, one of the most desirable combinations is that of marketing and finance, therefore, knowledge of the “finance world” and quantitative skills such as the ability to evaluate financial statements and to identify problematic points, and the understanding of how to interpret forecasts are very important.

Job Postings: examples

These postings below were taken from actual job posting with various companies, but they serve only as a sample.

Brand Management

LEGO Group

Assistant Brand Manager, Full-Time


  • Individual responsibilities will include developing and executing activities in consumer marketing, forecasting/ planning, in-store, national promotions, product and packaging development input, communications development, budgeting and business management for certain product lines.
  • This position will involve a combination of support for the Senior Brand Manager on some initiatives and taking complete ownership over other initiatives.


  • The ideal candidate will possess specific experience related to marketing (preferably with consumer goods) and demonstrate a strong interest in a career in consumer packaged goods marketing. Previous experience in marketing and consumer product management desirable, though not a requirement. A willingness to travel is essential.
  • An MBA background is desirable, Bachelor’s Degree required. Necessary skills include: strong project management, organizational skills, creative problem solving, strategic thinking, an ability to analyze complex data, excellent interpersonal skills, ability to interact at all levels of management, collaborative, team orientation, strong written and oral communication skills (including presentation experience), proficiency in basic computer software (Excel, Power Point, Word) and ability to learn additional systems quickly.

Note: from

Business Development

Reynolds & Reynolds

MBA Marketing/Business Development Intern


Reynolds and Reynolds is the leading provider of integrated solutions that help automotive retailers manage change and improve their profitability. Serving the automotive retailing industry since 1927, Reynolds enables OEMs and retailers to work together to build the lifetime value of their customers. The company’s award-winning product, service and training solutions include a full range of retail and enterprise management systems, Web and Customer Relationship Management solutions, learning and consulting services, documents, data management and integration, networking and support and leasing services.

Intern will be responsible for creating and executing marketing/business development strategies, including developing marketing plan, coordinating with sales plans, competitive assessment and product/market requirements. Summer project will revolve around channel management, business development and/or product development.


  • MBA concentration in Marketing, Strategy, or Finance
  • Candidate should have 2-5 years experience in business development or marketing
  • Technology (software and services) business operations experience and/or automotive manufacturing or aftermarket product experience are a plus.
  • Strong project management skills and attention to detail
  • Strong written and verbal skills
  • Strong interpersonal, analytical, and organizational skills
  • Results-driven, flexible and high-energy

Note: from e-Recruiting (

Marketing Research

Steelcase Inc:
Market Research Analyst, Full-Time

Support decision making by working with executive management and internal teams (product development, sales, marketing etc.) to identify need and scope for primary and secondary market research, as well as providing analysis and synthesis on a wide variety of market analysis and planning projects.

  • Function as an analyst to teams to identify need and scope of secondary market research that will lead to superior decision making on business issues;
  • Provide analysis or information based on secondary research or other available data (i.e. internal reporting) from varied topics to support special project or planning activities;
  • Assist Manager with primary research activities;
  • Determine appropriate research design/methodology with clearly defined “measures of success”;
  • Identify, negotiate and manage with outside vendors to conduct research as needed and ensure quality/cost/timing targets are met;
  • Work with team to analyze and synthesize the results and then link to business decisions and issues; and
  • Understand and keep up-to-date on marketing research techniques, technology and current methodologies.
  • 2+ years experience in sales/marketing analysis;
  • Education: BA in business, MBA preferred;
  • College background marketing, market research, or in behavioral sciences;
  • Flexible, willing and able to work in dynamic team environment;
  • Experience in a consumer research supplier, durable goods firm, or similar consumer oriented marketing group a plus;

Marketing Internship

Whirlpool Corporation

Brand Portfolio Group – Internship Opportunities


  • Challenging Internship assignments in key Brand Portfolio functions: Brand Management, Merchandising, and Customer Care
  • Training on Whirlpool’s core competencies (e.g., innovation, operational excellence, customer excellence)
  • Immersion into Whirlpool’s culture
  • Develop and demonstrate leadership capability in managing high caliber projects

Interns who join Whirlpool will have the opportunity to work with business leaders in the quest to turn our product positioning into solid business decisions that re-enforce Whirlpool’s global vision of “Every Home, Everywhere…with Pride, Passion and Performance.”
In the past, interns have had the opportunity to:

  • Conduct competitive analysis
  • Develop an understanding of key consumer drivers, through consumer research activities, and help translate the findings into strategic plans that fulfill the brand promise
  • Assist in crafting the brand message and positioning support for execution in advertising, POS, catalogs, brochures and the Internet
  • Learn and utilize innovation tools in the development of innovation projects, whether product or service oriented

Position Qualifications:

  • Working to complete MBA with an outstanding record of academic and professional achievement
  • Solid understanding of marketing methods and processes
  • Exceptional communication and strong interpersonal skills
  • Impeccable presentation skills
  • Ability to manage multiple projects

Whirlpool leader attributes and qualifications:
Whirlpool prides itself on hiring top-notch leaders with the necessary attributes and qualifications to achieve greatness. In this position, we are looking for a leader that possesses strong character and integrity, as well as confidence in their actions and decisions that will ultimately drive vital business decisions. The leader must have the ability to communicate strategies and solutions to colleagues and customers to achieve financial goals. With these attributes and practices, we believe that the leader will successfully provide extraordinary results and consistently drive change that will be key factors in Whirlpool’s future successes.

Note: from e-Recruiting (

Resume Key Words: examples

Account Development: Spearheaded account development programs throughout emerging markets worldwide.

Account Management: Profitably directed account management programs for key customers nationwide including Pepsi, Rolex, and Time Warner.

Account Retention: Created innovative account retention programs to protect key customers against competition.

Brand Management: Instituted a formal brand management process to accelerate revenue growth within the company’s core product line.

Business Development: Launched new business development initia­tives throughout emerging Latin American markets.

Campaign Management: Directed copywriting, graphics, and multime­dia production personnel to create an integrated campaign management strategy.

Competitive Analysis: Managed 6-person cross-functional marketing team responsible for competitive analysis and trend modeling within the mature hardlines market.

Competitive Contract Award: Favorably positioned negotiations to win competitive contract award against three major automotive manufactur­ers.

Competitive Market Intelligence: Compiled historical data, forecasts, and projections for a comprehensive competitive market intelligence study.

Competitive Product Positioning: Realigned sales and distribution channels to enhance competitive product positioning and accelerate revenue performance.

Consultative Sales: Deployed IBM’s first-ever consultative sales and account management programs focusing on customer needs assessment, technology delivery, and long-term customer training/support.

Customer Loyalty: Initiated pioneering programs in customer loyalty to halt competition.

Customer Needs Assessment: Led organization-wide analyses to deve­lop a comprehensive customer needs assessment and retention program.

Customer Retention: Improved customer retention ratings by 26% through the introduction of sales incentives, premiums, and targeted promotions.

Customer Satisfaction: Increased customer satisfaction ratings with the implementation of account management and retention strategies.

Customer Service: Managed a fully integrated customer service func­tion comprised of personnel from Sales, Marketing, Order Fulfillment, Distribution, and Customer Training/Support.

Direct Mail Marketing: Orchestrated copywriting, design, and print production of a 20,000-piece direct mail marketing campaign to support new product launch.

Direct Response Marketing: Deployed multimedia advertising and promotions to create a high-impact direct response campaign with better than 72% customer response.

Direct Sales: Managed a 65-person direct sales organization throughout North America.

Distributor Management: Recruited, trained, and directed worldwide distributor management programs to augment direct sales team.

E-Business: Pioneered Lionel’s entry into e-business, e-commerce, and e-trade, and delivered first year sales of more than $2.5 million.

Emerging Markets: Researched global sales trends and identified the top performing emerging markets worldwide as the first step in new product placement and positioning.

Field Sales Management: Promoted to field sales management posi­tion responsible for 22 direct sales associates and a 65-person North American distribution network.

Fulfillment: Reengineered core business processes to enhance the order fulfillment and distribution process.

Global Markets: Introduced new product technology to launch Zenith into key global markets.

Global Sales: Built and managed American Airlines’s most profitable global sales organization.

Headquarters Account Management: Assigned full P&L responsibility for headquarters account management of the Marriott business rela­tionship.

High-Impact Presentations: Created multimedia, high-impact presen­tations to win a $5 million, 5-year customer contract.

Incentive Planning: Devised unique incentive planning program that drove individual sales performance by better than 10% in 1996.

Indirect Sales: Created indirect sales channels throughout the Mid-Atlantic, integrating the talents and resources of VARs, resellers, and other third-party distributors.

International Sales: Exploded international sales revenues with launch throughout Eastern Europe.

International Trade: Led AMAX’s international trade, barter, and import/export programs.

Key Account Management: Innovated a unique key account manage­ment program targeted to the company’s 10 largest multinational clients within North America.

Line Extension: Facilitated core product line extension in response to changing consumer market demands.

Margin Improvement: Streamlined field sales programs and consolidated functions, resulting in a 16% margin improvement on all major product lines.

Market Launch: Directed market launch of six new products in 1996, delivering total revenues of more than $2.8 million (125% of quota).

Market Positioning: Evaluated competitive activity and defined new corporate strategy for market positioning and revenue growth.

Market Research: Formalized Hill Brothers’ market research function with the introduction of real-time data access to competitive trends, products, technologies, and markets.

Market Share Ratings: Created a unique customer premium program and improved market share ratings by 16% in FY96.

Market Surveys: Developed a portfolio of market surveys, customer questionnaires, and consumer buying observational tools to define long-term product positioning.

Marketing Strategy: Conceived the marketing strategy that drove Procter & Gamble to its most profitable year within the consumer goods and HBA industries.

Mass Merchants: Challenged to identify and capitalize upon sales opportunities within emerging mass merchants market.

Multi-Channel Distribution: Expanded sales penetration through development of multi-channel distribution programs in Latin America, South Africa, and the Pacific Rim.

Multi-Channel Sales: Led a multi-channel sales organization integrating direct, distributor, and VAR sales teams.

Multimedia Advertising: Launched Discovery’s multimedia advertising program (e.g., print, broadcast, cable, Internet) in cooperation with one of New York’s most prestigious advertising agencies.

Multimedia Marketing Communications: Integrated print, broadcast, cable, and Internet technologies to create high-impact, high-yield, multi-media marketing communications targeted to customers nationwide.

National Account Management: Integrated the resources, products, and technologies of all of Microsoft’s customer sales divisions to create a fully integrated national account management organization.

Negotiations: Led high-powered negotiations for the successful award of a $6.2 million federal contract.

New Market Development: Hand-selected by CEO to spearhead Marriott’s new market development program as the first step in a 10-year global expansion plan.

New Product Introduction: Led the development and market launch of all new product introduction programs for Mazda, exceeding revenue goals by 22% and strengthening the company’s long-term market position.

Product Development: Spearheaded new product development programs, from concept through design, prototyping, and testing, to final market launch.

Product Launch: Led six new product launch campaigns within the emerging Eastern European markets, with one product generating $2.6 million in first year revenues (167% of quota).

Product Lifecycle Management: Directed “cradle-to-grave product lifecycle management programs in cooperation with Engineering, Marketing, Sales, and Distribution.

Product Line Rationalization: Revitalized Sperrys product line ration­alization program, divested two non-performing lines, and redeployed assets to focus on long-term growth markets.

Product Positioning: Evaluated competitive market trends and imple­mented product positioning strategies to ensure long-term and sus­tainable growth.

Profit & Loss (P&L) Management: Held full P&L management responsibility for the company’s core product line and all line extensions.

Profit Growth: Reengineered field sales and distribution organizations despite corporate downsizing and delivered a 16% gain in profit growth (versus 5% industry-wide loss).

Promotions: Conceived, developed, and launched multimedia promotions that dominated the regional market.

Public Relations: Created Martin Marietta’s corporate public relations function and produced an average of 10 press releases per month for the Wall Street Journal and New York Times.

Public Speaking: Traveled worldwide to lead public speaking engage­ments on behalf of the corporation during its transition from private to public ownership.

Revenue Growth: Exploded market penetration and drove a 46% gain in revenue growth within first six months.

Revenue Stream: Created new revenue stream with the introduction of products throughout the Far Eastern market.

Sales Closing: Dominated sales negotiations and favorably positioned sales dosing against competition.

Sales Cycle Management: Spearheaded the entire sales cycle manage­ment process, from initial client consultation and needs assessment through product demonstration, price and service negotiations, and final sales closings.

Sales Forecasting: Introduced real-time data exchange between global sales offices to expedite annual sales forecasting functions.

Sales Presentations: Devised winning sales presentations utilizing multimedia demonstration techniques to consistently outperform com­petition.

Sales Training: Created a 6-month intensive sales training program in basic selling skills, competitive negotiations, and customer development/retention.

Solutions Selling: Delivered solutions selling strategies to enhance revenue performance of field sales organization.

Strategic Market Planning: Facilitated annual strategic market plan­ning sessions in cooperation with top-level executives, sales and market­ing managers, product line managers, manufacturing director, and other key management staff.

Tactical Market Plans: Translated marketing strategy into tactical market plans to accelerate growth throughout North America.

Team Building/Leadership,: Spearheaded first-ever team building/leadership programs as the platform for merging the competencies of several distinct product lines and business units.

Trend Analysis: Devised innovative research and statistical methods to strengthen trend analysis, market analysis, and competitive analysis competencies.

Getting In

? Contact alumni. Working with alumni is the key for MBAs trying to get in a company. Alumni can provide advice, help you learn more about the career path, and perhaps provide contacts for you. Alumni can also give you in-depth insight into the types of projects performed in the company during internships or when you start full-time, so you can make your cover letter, pitch, and other interview answers more relevant. You can use Alumni Connection resources through MBA CSC.

? Always apply Online to any company where you want to work. At the very least when they meet you in some other venue (career fair, campus presentation, referral from an alumnus) they will be able to find you in their system and begin to process you as an applicant. At times, however, being registered online may spark an interview, especially if MSU is one of their target schools or they recruit mainly through their website.

? Check eRecruiting for notes on specific employers. There you may find insights we have collected from past candidates. If companies have a limited window to apply, that may be noted as well.

? Be VERY passionate about MARKETING! Know why you want to work in marketing and what you want to do.

? Research, Research, Research! Research industry in which you are interested, company where you would like to work, and position to which you are applying. Many candidates have lost out because they didn’t understand how the company and company’s marketing was structured.

Technical Interview Questions for Marketing

Technical interviews test your knowledge of marketing. Below is a list of questions MSU MBA candidates have been asked in recent years. Some of these questions are about your professional experience in marketing. Others are more like miniature situations or cases that happen in the marketing world.

New product launch

  1. The head of Marketing at XYZ company stops by your office on Monday and says that his kids were really excited about the beets at a weekend picnic. He wants to know if XYZ company should enter the beets market. How would you approach answering this question?
  2. R&D comes up with a new formula to revitalize your product. What questions would you ask to evaluate this improvement?
  3. What are the pros and cons of licensing another brand’s trademark vs. launching a new product independently?
  4. If it’s your first day on the job, and you have a list of new product launches, what questions would you ask?

Business situation

  1. You are the brand manager for a product whose sales have been flat for the last five years. However, the brand’s market share has been growing by 5% every year for the last five years. What is happening to the brand? What would you do about this trend?
  2. You are currently the brand manager on A.1. Steak Sauce and a competitor recently added a taste superiority claim on their label. What do you do in response?
  3. How do you determine how many gas stations there are in the USA? (this type of question is very similar to questions asked by the consulting firms).
  4. You are charged with marketing a cookie in the USA that has been very successful in the United Kingdom. What things should you consider in brining the product to the market in the US?
  5. You are assigned to a brand that declined by 50 percent last year. Your manager gives you two weeks to analyze the problem. What type of information would you collect?


  1. If you were brand manager on PING-PONG balls and the US government suddenly banned the game of PING-PONG, what five alternative uses for PING-PONG balls could you come up with?
  2. Tell me one of your greatest ideas for a new product and why I should fund it.
  3. How would you lure a customer away from a brand they are totally committed to?
  4. Give me an example of an advertisement you thought was really effective and why?
  5. Tell me a brand that you think needs to be repositioned and why?
  6. If you were a brand, what brand would you be?
  7. If you were to design a print ad, what would it look like?
  8. What are the two most creative ideas that you have generated in the last two years?

General marketing questions

  1. Tell me about a brand that you think is an example of good marketing.
  2. Others do not always react positively to our efforts. Describe a situation in which you spend a lot of time developing something to meet a customer’s needs, and your efforts received an unfavorable response. What did you do with the feedback? What would you have done differently?


  1. What if you had an opportunity to run the concession stands at the next Super Bowl. What would you do (without any limits) to maximize your sales/profits?
  2. A brand is very powerful in a specific product category of the supermarket. How do you determine whether to leverage the brand in another category? (for example, Should Snackwell’s enter the pudding market?)
  3. If you are the #2 brand of dog food, and the #1 brand increases prices 8% what would you do?
  4. What is your favorite CPG company/brand? Tell me why? What would you do to double its sales?


  1. Tell me about a time you had to be particularly persuasive in presenting an idea and used your skill to influence others to accept it.
  2. What are some of the best ideas you have presented, and were accepted by your team or manager? What was your approach?
  3. What steps do you take in preparing for a meeting where you are attempting to persuade someone on a specific course of action?
MBA Job Fairs

MBA Job Fairs

America’s Best Job Fairs
Annual Conference and Career Expo
Best Jobs USA
Boston Career Fair
Career Concepts USA, Inc.
Career Conferences of America, Inc.
Carousel Expo
CFG Career Fairs
Chinese Career Forum
College Grad Job Hunter(c) – Job Fair Success
Collegiate Job and Internship Fair
Diversity Career Group
Diversity Expo
Diversity Job Fair
European Career Fair at MIT
Forum USA
Global Career Company
Global MBA/Masters Employment Conference
Great Chicago Fall Job & Internship School Fair
GRS Job Fairs
Indiana Collegiate Job Fair
Indiana Multicultural Job Fair
Job Fairs
JobSmart S.F. – Guerrilla Tactics for Job Fairs
Latinos For Hire Career Expo
Michigan Collegiate Job Fair
National Black MBA Association Career Fair
National Manufacturing Recruiting Forum
National Urban League – Career Fair
Professional Exchange
PSI Job Fair
Reaching Out MBA – Los Angeles
San Francisco Technical Career Forum
Silicon Valley Assocation of Start-Up Entrepreneurs
Space Career Fair
Tech Expo
TECHEXPO Top Secret Career Fairs
The Annual Career Forum for Women and Minorities – Office of Personnel Management – Federal government jobs
MBA Job Interview FAQ

MBA Job Interview FAQ

Typical Behavioral Interview Questions by Category

**Redundancy is evident to reveal the different WAYS questions can be asked.

Coping with stressful situations and interpersonal conflicts

1. Tell me about a time when you had to cope with strict deadlines or time demands. Give me an example.

2. Give me an example of a time at work when you had to deal with unreasonable expectations of you. What

parts of your behavior were mature and immature?

3. When have you had to cope with the anger or hostility of another person? Be specific.

4. It is not unusual to be in a setting at work that will be physically demanding or hazardous. Tell me about a

time when you were able to do a job in spite of difficult conditions.

5. Sooner or later we all deal with interpersonal conflict or personal rejection at work. Give me an

example of a time when you had to cope with these demands

6. Tell me about a high stress situation when it was desirable for you to keep a positive attitude. What


7. Describe a high pressure situation you had to handle at work. Tell me what happened, who was involved, and

what you did in terms of problem solving.

8. Give me an example of a time when another person really tried your patience. Specifically, talk about a time

when you were angry or frustrated and felt like attacking the other person.

9. Describe a time when you were faced with problems or stresses at work that tested your coping skills. What

did you do?

10. Describe the worst customer or coworker you have ever had and tell me how you dealt with him or her.

11. Tell me about a situation in the past year in which you had to deal with a very upset customer or coworker.

12. Tell me about the last time you had to smooth over a disagreement between two other people. What was

the end result?

13. Describe the last time you confronted a peer about something he/she did that bothered you. What were

the circumstances? After realizing the problem, how long did you wait to confront the peer? What did you do?

How did you feel about it afterwards?

14. Tell me about the most difficult or uncooperative person you had to work with lately. What did you do or

say to resolve the situation? What was the outcome?

15. Tell me about a team member from whom it was tough to gain cooperation. How did you handle the


16. Tell me about a time when you handled a conflict you were having with a parent/friend/boss/peer/direct


17. Tell me about a time when you handled an arrogant person or one who made you angry.

18. What is your typical way of dealing with conflict? Give me an example.

19. Tell me about a time you were able to successfully deal with another person even when that individual may

not have personally liked you (or vice versa).

20. Tell me about a time when you brought two reluctant people or groups together.

Motivating others and Leadership skills

1. Give me an example of a time when you used facts and reason to persuade another person to take action.

Be specific.

2. Even though the use of authority in a leadership role is not popular, it IS necessary in some

situations. Give me and example of some situation when you used your authority to influence another

individual. Be specific.

3. Organizations are built on the principle of delegation. Give me an example of the greatest success you

ever had in the use of delegation. Take time to think of the best example you can and be specific in

describing it.

4. Instead of simply using authority to influence another individual, it is sometimes desirable to lead other

persons by setting a positive example for them to follow. Describe a work situation when your example

served as a model for others.

5. Being able to change another person’s behavior is both a skill and a responsibility. Tell me about a time

when you were successful in this area-what kind of payoffs accrued to yourself, the other individual, and the


6. Individuals vary in their abilities to use power or persuasion to influence others. Give me an example of a

time when you used either power or persuasion to guide another person to a worthwhile objective. Be


7. Currently the ‘buzz word’ to describe a certain quality that people in a leadership position have is

‘charisma’. Give me an example of how YOU have used personal charisma or charm to lead others.

8. Communications and leadership go hand in hand. Give me an example of a time when your communication

skills were powerful enough to enable you to influence the way others thought or acted, even in a very

difficult situation.

9. Do you believe people are really all motivated in the same basic ways or are there big differences? Tell me

about the different ways you use to motivate people.

10. Tell me about a time when your attempt to motivate a person/group was rejected. What

have you done to remotivate a demoralized team/person?

11. Has poor motivation on someone else’s part ever damaged anything you were trying to accomplish?

12. What have you learned about what motivates you? Can you use this to motivate others, or do you think

everyone is different?

13. Determining the appropriate person to whom to delegate a task can sometimes be difficult. Tell me about

a time when you delegated an important project/task/assignment to the wrong person. What happened?


14. What kind of a project/task/assignment wouldn’t you delegate? Can you give me an example of a

time you decided not to delegate this kind of work? Why?

15. When delegating an important project/task/assignment, it is important to convey your trust and

confidence in that person’s ability to do the job. Give me an example of how you did this on a recent

assignment you delegated.

16. In a leadership position/leading a task force or project, tell me how you organize the workload, set

objectives, follow-up, and monitor results.

17. How do you determine what is right or fair in delegating tasks/roles/responsibilities within your


18. Have you ever had to manage a team that was not up to the task? Give me an example of what you

did to strengthen them. How did it work out?

19. Give me an example of when you felt you were able to build motivation in your coworkers or


20. Can you tell me about a job experience in which you had to speak up and tell other people what you

thought or felt?

21. Describe a situation in which you were able to positively influence the actions of others in a desired


22. Describe a situation in which others within your organization depended on you.

23. Describe the last time you were unsuccessful in getting someone to follow you lead.

24. How do you motivate others to do a particularly good job?

25. Give me an example of when you showed initiative and took the lead.

26. In a supervisory or group leader role, have you ever had to discipline or counsel an employee or group

member? What was the nature of the discipline? What steps did you take? How did that make you feel?

How did you prepare yourself?

27. Describe a time when you got co-workers or classmates who dislike each other to work together. How

did you accomplish this? What was the outcome?

Initiative/ Action Oriented

1. Give me an example of a time when you had to go above and beyond the call of duty in order to get a job


2. Can you tell me about a job experience in which you had to speak up and tell other people what you

thought or felt?

3. Tell me about times when you seized the opportunities, grabbed something and ran with it yourself.

4. Have you ever started something up from nothing – give an example?

5. Give me a specific example of something you did which helped build enthusiasm in others

6. Have you ever designed a program which dealt with taking quicker action?

7. Give some examples of when you have shown initiative over the last six months in school or at your last


8. Tell me about a time when you showed high enthusiasm and energy in order to create positive

motivation in others. Give me a specific example.

9. Tell me about a specific occasion when you conformed to a policy even though you did not agree

with it

Team Building and Team Work

1. What did you do in your last job to contribute toward a teamwork environment? Be specific.

2. It has been said that one of the best ways to manage people is to teach them how to manage

themselves. Tell me about a time when you contributed to a working group’s ability to direct itself by

building group standards for performance.

3. Building a team spirit to get results is often a very difficult thing to do. Tell me about a time when you had

your greatest success in building a team spirit. What specific results were accomplished by the team?

4. How would you describe yourself in terms of your ability to work as a member of a team?

5. Goal congruence is the overlap between individual’s goals and group objectives. Tell me about a time when

you created group commitment to goals by developing goal congruence.

6. Describe a situation where others you were working with on a project disagreed with your ideas. What did

you do?

7. It’s sometimes important to confront a negative attitude to block de-motivators at work. Give me an

example of a time when you confronted a negative attitude successfully with the result of building teamwork

and morale.

8. Describe a time when you put your needs aside to help a co-worker or classmate understand a

task. How did you assist him or her? What was the result?

9. We cannot do everything ourselves. Give me an example of a time when you dealt with this reality by

creating a special team effort’ at work. Highlight the special aspects of the situation which best demonstrate

your skill in this area.

10. Describe your most recent group effort.

11. One way to build a teamwork attitude is to explain to individuals how their personal goals overlap with

team goals. Give me an example of any time in which you were able to build an overlap of individual and

team goals.

12. There is a big difference between being committed to an individual or to a team. Tell me about a time

when your commitment to a person was tested because of your commitment to the team. Explain what

you did and why.

13. The term ‘participative management’ has been used for years to describe a technique of building a team

spirit by collecting suggestions from others. Describe a time when you used suggestions to build team


14. When have you been a part of a team that drove an important business change? What was your role?

15. Describe the most difficult team you worked on, what was your role, and what knowledge have you


16. What processes have you used to build a team? How have you rewarded team members?

Goal Setting

1. Give me an example of an important goal which you had set in the past and tell me about your success in

reaching it.

2. Tell me what you do in order to ensure that you have enough time set aside for goal setting-then review for

me the specific times in which you have initiated your own goal setting over the last few years. What


3. In an aggressive working environment, it is often necessary to prioritize goals to be sure that effort is

allocated appropriately. Tell me about the most important time in your working history when you prioritized

your goals successfully.

4. Tell me about the system that you use for goal setting. To what extent does it involve using written

objectives, paper work or forms? Describe a specific instance in which you defined your goals and objectives

in writing.

5. What important target dates did you set to reach objectives on your last job? How did you set the

dates? Exactly what were they, and what were your results?

6. Goal statements are often made to meet the expectations of others. Tell me about a time when you took

the initiative to set goals and objectives, even though you were not prompted or directed by others to do so.

7. What have been your experiences in defining long range goals? Tell me what specific goal was set, how it

was set, and how successful you were in its achievement.

8. Goal statements can be used to manage your own work activities since they enable you to guide day-today

actions successfully. Describe an especially favorable experience you’ve had in using goals to guide your

own actions.

9. Give me an example of a time when you used a systematic process to define your objectives. What type of

system did you use? What payoff did you get from using the process?

Achievements and Accomplishments

1. Describe some projects or ideas (not necessarily your own) that were implemented, or carried out

successfully primarily because of your efforts

2. What was the most complex assignment you have had? What was your role?

3. What has been your most rewarding accomplishment?

4. How do you determine or evaluate success? Give me an example of one of your successful


5. Please tell me about some of the accomplishments you achieved during college and which make you the


6. Please tell me about accomplishments in your academic program that are relevant to your future career


7. What are your greatest achievements at this point in your life? Of what accomplishments are you most


8. Tell us about your accomplishments in these prior work experiences. What was your most significant


Handling Failure

1. Give me an example of a time when something you tried to accomplish and failed.

2. Tell me about a time when you missed an obvious solution to a problem.

3. Describe a situation in which you found that your results were not up to your professor’s or

supervisor’s expectations. What happened? What action did you take?

4. Describe some times when you were not very satisfied or pleased with your performance. What did

you do about it?

5. What is the biggest mistake you’ve made?

6. Tell me about a time when you failed to meet a deadline. What things did you fail to do? What were

the repercussions? What did you learn?

Flexibility/ Versatility

1. Sooner or later we all have to deal with arrogant, dogmatic, people. Tell me about a time when you were

able to be flexible with this type of person.

2. By providing examples, convince me that you can adapt to a wide variety of people, situations and


3. Tell of some situations in which you have had to adjust quickly to changes over which you had no control.

What was the impact of the change on you?

4. Describe a time when you felt it was necessary to modify or change your actions in order to respond to the

needs of another person.

5. Give me an example of a time when you had to analyze another person carefully or a situation in order to

be effective in guiding your action or decision.

6. What would be the best example of your ability to be flexible and adaptable?

7. Several years ago, a popular phrase said ‘different strokes for different folks’. At work, we frequently

need to deal with all sorts of people. Describe a time when you adapted to different types of people.

8. Tell us about situation in which things you had planned or expected fell apart. What was the situation and

what did you do?

9. A behavioral scientist once said, “In order for one to be interpersonally effective it is necessary to

change to meet the needs of others. Tell me how you adapted to another person successfully.

10. In the work situation, we must all compromise to make things happen. Tell me about a time when you felt

it necessary to compromise your own immediate interests in order to be socially flexible and tolerant of

another person’s needs.

11. It is sometimes very difficult to accommodate the wishes of another person without going so far that we

lose our own personhood. Tell me about a time when you tried hard to ‘be nice’ BUT had to back off to avoid

loss of self esteem.

12. It’s often very difficult to please another person while maintaining you dignity. Tell me about a time

when you were able to balance your sense of dignity while changing your behavioral style.

13. At time, we are all required to deal with difficult people. An even more demanding factor is to be of

service to a difficult person. When have you been successful with this type of situation at work?

14. Tell me about a time when you were able to make someone feel comfortable when dealing with a

situation which had a lot of feelings involved in it. Describe a specific case.

15. Describe a situation in which you had to arrive at a compromise or guide others to a compromise.

Decision making and Decisiveness

1. Give an example of a time in which you had to be relatively quick in coming to a decision

2. Tell me about a time when you had to make a decision, but didn’t have all the information you needed.

3. Often, extensive job training and experience is required to get the best results in decision making.

Describe, in detail, a situation in which you used your training and experience in making a decision which

required sound judgment

4. Give me an example of a time you had to make an important decision. How did you make the decision?

How does it affect you today?

5. Describe a situation in which you had to draw a conclusion quickly and take speedy action.

6. Tell me about a situation in which you found it important to ‘take a stand’ and be decisive on an issue of

health/safety/human welfare.

7. Describe a time when you had to commit to a plan of action in an emergency. Give me the details of the

situation and tell me how long it took you to take action.

8. Describe a time when you were under pressure to make an immediate decision (perhaps without the aid of

a supervisor or a manager). Did you take action IMMEDIATELY or were you more DELIBERATE and slow?

9. Tell me about a situation when you had to ‘stand up’ for a decision you made even though it made you


10. Describe a situation in which you had to take immediate action in a crisis involving human life or severe

financial consequences.

11. Many situations at work will require fast thinking and speed in making decisions. Give me an

example of a situation in which you were especially skillful in making a decision quickly.

12. Many times it is important to be ‘hard headed1 about a decision you are making, particularly when others

don’t like it. Give me an example of a time when you stuck by a decision even though it was under attack by


Problem Solving

1. Solving problems requires more than good plans; it means taking action. Give me an example of a time

when you were able to take meaningful action in solving a practical problem.

2. Having a good solution for a problem often entails more than just being intelligent. Often, exercise of good

judgment is needed to complement logic in choosing a practical solution. Describe when you used good

judgment in solving a problem.

3. When we get emotionally involved in a problem situation, it is often very difficult to be objective. Tell me

about a time when you were proud of your ability to be objective even though you were emotional about a

problem situation.

4. Give me a specific example of a time when you used good judgment and logic in solving a problem.

5. A wise man once said, ‘The key to solving a problem is in knowing exactly what the problem is.’ Tell me

about a time when your understanding of issues associated with the problem provided you with a foundation

for generating a good solution.

6. In many problem situations, it is often tempting to jump to a conclusion to build a solution quickly. Tell me

about a time when you resisted this temptation and THOROUGHLY obtained all facts associated with the

problem before coming to a decision.

7. Good problem solving often includes a careful review of the facts and weighing of options before making a

decision. Give me an example of how you reached a practical business decision by an organized review of the

facts and weighing of options.

8. Even though you may be dealing with a complex problem, it is often important to use a common sense

approach in making a decision; not all analytical solutions will seem practical. Tell me about a time when your

common sense paid off for you.

9. Describe a specific problem you solved for your employer or professor. How did you approach the problem?

What role did others play? What was the outcome?

10. Recall a time from your work experience when your manager or supervisor was unavailable and a problem

arose. What was the nature of the problem? How did you handle that situation? How did that make you feel?

11. We can sometimes identify a small problem and fix it before it becomes a major problem. Give an

example(s) of how you have done this.

12. Tell me about a major problem you recently handled. Were you successful in resolving it?

13. Have you ever faced the problem you could not solve?

14. Give me an example of a time when you used your fact-finding skills to gain information needed to solve a

problem; then tell me how you analyzed the information and came to a decision.

Creativity and Innovation

1. In the ever expanding and evolving marketplace, product development is a necessity for growth and

success. Tell me about your product development in a laboratory or marketing environment, focusing on one

particular example.

2. Just about anybody can give a routine, standard answer to common problems; however, the payoff is

often in the development of unique solutions to common problems. Give me an example of one of your

unique and novel problem solutions.

3. Creative persons seem to offer fresh insights frequently and regularly. Give me an example of a time when

one of your insights or innovations was particularly well received by others.

4. It is often suggested that the creative personality has a particular way of thinking which encourages

inventiveness. Give me an example of a time when you were inventive and explored new ways of thinking.

5. Give an example of a time when you think you were particularly creative in presenting information by use of

graphics, models, or displays. In giving your example, focus on how your methods produce results.

6. Often individuals who are creative in one mode seem to have creative skills in other areas. How do you rate

yourself in terms of creativity in the fields of art, writing, and music? Tell me, by example, how you used

these skills in your job.

7. Creativity often means stepping back from regimented ways of thinking. When have you been able to break

out of a structured mind set and intuitively play with concepts and ideas?

8. Giving birth to new ideas may come from intuition; however, many high quality ideas come from hard work

and dedication. Tell me of an idea you produced through combined hard work and intuition.

9. Tell me about a situation in which you worked with your direct reports/team members to develop new and

creative ideas to solve a business problem. What problem were you trying to solve? How did it work out?

10. It’s impossible to always be the first to develop an innovative product/service. Tell me about a unique and

successful product/service one of your competitors developed before your organization did. Did your

organization ultimately introduce a similar product/service? Why weren’t you the first? In what ways was yours


11. Sometimes it is necessary to abandon tried and true methods of solving a problem. Tell me about a

problem you were responsible for solving that you knew required a unique solution. How did you know

established methods wouldn’t work? What did you try instead?

12. Tell me about a time when you came up with an innovative solution to a challenge your

company/class/organization was facing. What was the challenge? What role did others play?

13. Describe the most creative work-related project you have completed.

Organization and Planning

1. Give me a summary of the planning activities you have been responsible for in your career in which you

applied planning tools such as PERT, or the Critical Path method. Describe how you APPLIED the tool.

2. Planning is often more than thinking, it is also doing. Tell me what you have done with such tools as flow

charts, production schedules, and filing systems (or anything else) to help you plan.

3. Give me an example of a time in which you feel that you were effective in doing away with the ‘constant

emergencies’ and ‘surprises’ in your work climate. How did your planning help you deal with the unexpected?

4. Give me an example from your working history that demonstrates your ability to organize and

maintain a SYSTEM OF RECORDS to facilitate your work.

5. Time management has become a necessary factor in personal productivity. Give me an example of any

Time Management skill you have learned and applied at work. What resulted from use of the skill?

6. Pick any event in the last five years of your work which gives a good example of your ability to use

forecasting techniques. Did you use statistical procedures or a ‘gut level’ approach? What was your biggest

predictive triumph? How did you do it?

7. Getting results at work often entails spelling out detailed action plans. Tell me about how you used

MANAGEMENT BY OBJECTIVES methods to generate a plan leading to a specific goal. Describe the goal and

the steps you used to achieve it.

8. Organization and scheduling of people and tasks is a necessary function in creating a productive

working environment. Review your experiences in this area and detail a single case that illustrates your

organization and scheduling ability.

9. Take us through a complicated project you were responsible for planning. How did you define and measure

success? What obstacles did you encounter? Which ones were anticipated and which were unanticipated?

What did you learn that you could, or have, applied to other projects?

10. What planning methods do you generally use and where and how did you learn them?

11. Have you ever managed multiple projects simultaneously? What methods did you use to keep them all

moving forward at the same time?

12. What different measures and feedback mechanisms have you used to keep track of progress and how

have they helped, or hindered, you in past projects? >

13. How do you know whether it’s better to lay out very specifically what others have to do – versus allowing

them to use their own initiative and creativity?

14. Have you ever over-planned a project or spent too much time in planning versus execution?

15. Everyone at one time or another is too busy to plan future activities. Tell me about a time when you were

so busy you just reacted to situations rather than planned for them.

16. How do you determine priorities in scheduling your time? Give examples.

17. What programs or projects have you been responsible for implementing? Tell me how you planned and

executed the most important of these. What unanticipated difficulties arose in carrying out the plan? What

changes were made in your plan as it was being implemented? Looking back, how effective do you think your

preliminary planning efforts were?

18. What specific systems do you use to organize your day?

19. Describe the last time you organized a project on the job or at school? Did you finish what you set out

to accomplish?

20. In what areas do you find yourself procrastinating?

Tolerance of Ambiguity and Criticism

1. An old proverb says ‘Silence is Golden1. Describe a time in your life when you were proud of your ability to

postpone your comments until you had all the facts necessary for a good response to a situation.

2. Give me an example of a time when you had to deal with frequent job changes or unexpected events on the

job. What does this situation say about your ability to work in an ambiguous or unstructured circumstance?

3. What has been your experiencing working with conflicting, delayed, or ambiguous information? What did

you do to make the most of the situation?

4. Sometimes it is necessary to work in unsettled or rapidly changing circumstances. When have you found

yourself in this position? Tell me exactly what you did.

5. When has it been necessary for you to tolerate an ambiguous situation at work? Give me the details of the

duration and intensity of the circumstance.

6. People differ in the preference for jobs which have well laid out tasks and responsibilities or ones in which

work changes frequently. Tell me about a time when you were successful in dealing with an unstructured

work environment.

7. Sooner or later we all find ourselves in the position of having to live with an unresolved situation on the

job. Tell me about a time when this happened to you.

8. When have you been most proud of your ability to wait for important information before taking action in

solving a problem? How did the waiting affect you?

9. Give me a specific example of a time when a co-worker or classmate criticized your work in front of others.

How did you respond? How has that event shaped the way you communicate with others?

10. Describe the last time you were criticized by a peer or supervisor. How did you handle it?

Multitask Management

1. What effort does handling many things simultaneously have on you? Describe the last time this

happened. What was the biggest problem you faced? How did you solve the problem?

2. Tell me about a time when you had too many things to do and you were required to prioritize your tasks.

3. Describe the system you use for keeping track of multiple projects. How do you track your

progress so that you can meet deadlines? How do you stay focused?

4. Tell me about a time you had to handle multiple responsibilities. How did you organize the

work you needed to do?

Interpersonal and Communication skills

1. Describe a time when you were able to be personally supportive and reassuring to a person who needed

a friend.

2. The word ‘communications’ means different things to different persons at different times. Tell me what this

word means to you by giving me an example of a time when you were able to be warm and amiable as a


3. Building rapport is sometimes a very challenging thing to do. Give an example of a time when you were able

to build rapport with someone at work, even when the situation was against you.

4. Being sympathetic to another person’s problems entails putting forth a special effort to understand the

situation of dilemma. Give me an example of a time when you were able to give sympathy. How did this

contribute to a work outcome?

5. Being skillful in dealing with other people on the job is an important factor in being productive.

Describe a time when you were successful in dealing with another because you built a trusting and

harmonious relationship.

6. It is all too easy to ignore the feelings of others because of a preoccupation with our own needs. Tell me

about a time when you made a special effort to treat another person in a way which showed your respect for

the other’s feelings.

7. Relating to another person goes beyond giving recognition and approval. Describe a time when you were

helpful to another while simultaneously building a good relationship.

8. Give an example of when you had to work with someone who was difficult to get along with. Why was this

person difficult? How did you handle that person?

9. Sometimes showing concern for another person is a foundation for building a good long term

relationship. Tell me about a time when your concern for a particular individual was reflected in an

interview, coaching, or counseling.

10. Tell of a time when your active listening skills really paid off for you – maybe a time when other

people missed the key idea being expressed.

11. Give me an example of a time when you were able to successfully communicate with another person

even when that individual may not have personally liked you (or vice versa).

12. Describe a time when you had to use your written communication skills to get an important point


13. Describe a situation in which you were able to read another person effectively and guide your actions by

your understanding of his/her individual needs or values.

14. What do you do when you think someone is not listening to you?

15. In communicating, people’s gestures or verbal cues can give us better understanding of what is meant.

Give me an example of how your interpretations of verbal and non-verbal behavior have helped you in

communications. Take your time.

16. It is sometimes very difficult to perceive the needs, values, or opinions of others. Tell me about a time

when you were able to ‘step into another person’s shoes’ in order to discover their unique perspective.

17. Tell me about a time during negotiations when your perceptiveness helped you to make sense out of

another person’s behavior.

18. Tell me about a time when you were proud of your ability to recognize how another person feels.

Describe what happened in a way which will illustrate your ability to ‘read’ another person.

19. There are many work situations in which it is important to be skillful in reading hidden interests and

personality conflicts. Tell me about a time which shows your savvy in ‘reading* another person.

20. The correct understanding of differences in personality can impact on work decisions such as work

assignment, employee motivation and conflict management. Tell how your knowledge of personality

differences benefited your effectiveness.

21. Tell me about a situation in which you were particularly skillful in detecting clues which show how another

person thinks or feels. How did you ‘size up1 the person?

Written Communication Skills

1. Give me an example, taken from your experiences in report writing, preparation of memos, or general

correspondence which illustrates the extent of your written communication skills.

2. In some jobs it is necessary to document work thoroughly, in writing. For example, documentation might

be necessary to prove you did your job correctly or to train another person to do it. Give me an example of

your experiences in this area.

3. Tell me about the most complex information you have had to read-perhaps involving research you had to

complete. To what extent did this project test your comprehension skills and technical knowledge? Be Specific.

4. This job will require you to spend a large amount of time writing. Tell me about your writing

experiences that you think will contribute to your ability to do this job well.

5. In some positions it is necessary to be a thorough meticulous reader and in other situations, it is

important for one to be able to scan through large amounts of information quickly. Describe your most

significant scanning experience.

6. How much reading of new information is required in your current job? How often do you have to expose

yourself to new written communications? When did these skills cause you to be a superior performer?

Presentation, Persuasion and Verbal Skills

1. Give me a specific example of a time when you sold your supervisor or professor on an idea or concept.

How did you proceed? What was the result?

2. What has been your experience in giving presentations? What has been your most successful experience in

speech making?

3. Describe the most significant or creative presentation that you have had to complete.

4. Describe a situation in which you were able to use persuasion to successfully convince someone to see

things your way?

5. Tell me about the last time you had to “sell” your ideas to others. What did you do that was particularly

effective/ineffective? How did others react to you?

6. Tell me about a team member from whom it was tough to get cooperation. How did you handle the


7. What is one of the best ideas you have ever presented, and was it accepted by your team or manager?

What was your approach?

8. What steps do you take in preparing for a meeting where you are attempting to persuade someone on a

specific course of action?

Analytical Skills

1. Tell me about a time when you were systematic in identifying potential problems at work. Feel free to

showcase your analytical skills.

2. Thinking back over the last five years of your work, describe a situation in which you had to use

mathematics to solve a complex problem. Take your time, remember a good example, and tell me all

about it in detail.

3. What was your greatest success in using the principles of logic to solve technical problems at work? Be


4. Describe a time when you were proud of your ability to use your mathematical knowledge or research

techniques to solve a problem.

5. Solving a problem often necessitates evaluation of alternate solutions. Give me an example of a time when

you actively defined several solutions to a single problem. Did you use any tools such as research,

brainstorming, or mathematics?

6. Give me an example of any time when you used tools such as survey data, library research or

statistics as important contributors to definition of a specific problem.

7. Enumerate the analytical tools with which you feel competent, and then give me an example from any

time in your working history which shows your ability to use analytical techniques to define problems or

design solutions.

8. To what extent has your past work required you to be skilled in the analysis of technical reports or

information? Pick any specific experience which would highlight your skills in this area and describe it in


What steps do you follow to study a problem before making a decision?

9. Give me an example of a time when you had to analyze another person carefully or a situation in order to

be effective in guiding your action or decision.

10. Tell me about the last time you made a decision or solved a problem that required a lot of hard thinking

and careful analysis on your part.

Policy and Procedures

1. It is pretty realistic to say that no job is a complete ‘bed of roses’. Tell me about a time when you were able

to express your opinions maturely in spite of disagreements or objections.

2. Tell me about your experiences in logging (documenting) your work activities in a written form. Be specific.

3. On some jobs it is sometimes necessary to act strictly in accordance with policy. Give me an example out of

your background when you were expected to act in accordance with policy even when it was not convenient.

What did you do?

4. When have you found it necessary to use detailed checklists/procedures to reduce potential for error on the

job? Be specific.

5. Describe a time when you had to adopt a well-defined work routine. How long did the situation last? What

was involved?

6. Select a job you have had and describe the paperwork you were required to complete. What specific things

did you do to ensure your accuracy?

7. Many positions have well established, standard methods to help you do the job. Give me an example of a

time when you found a systematic method for solving work problems to be a good routine to follow. Be


8. What types of experience have you had in managing situations that involve human health/human welfare or

severe financial outcomes? Detail, as much as possible, the way in which you used policies and procedures to

ensure your job effectiveness.

Integrity and Ethics

1. Have you ever been in a situation where, although it was difficult for you, you were honest and told the

truth, and suffered negative consequences?

2. What would be the best example that shows you are a person of integrity?

3. What would be the best example that shows you are an honest person?

4. Have you ever had to work with, or for, someone who lied to you in the past? How have you handled this?

5. Have you ever taken a stand or said something in public that you knew those above you would not like?

When was the last time you did that? What did you say?

6. What is the hardest thing you can remember having to admit to in a work setting? What did you say? What

did you do?

7. Has your manager/supervisor/team leader ever asked you to do something that you didn’t think was

appropriate? How did you respond?

8. Have you ever had to present an unpopular proposal/point of view that you believed in?

9. Have you ever had to present a position that you did not totally agree with?

10. Tell me about a time where you stood alone to stand up for what was right.

Commitment to Task

1. Give me an example of any specific time in which you found it necessary to give long hours to the job. For

example, tell me about the period when it was necessary to take work home, work on weekends, or maintain

unusually long hours. Be specific.

2. Tell me about a time when you were able to provide your own motivation to produce even though you were

working alone. What ere the circumstances of the situation and how did you manage to motivate yourself?

3. Tell me about a time in your background when you were a driving, highly motivated worker. Don’t be too

modest-give yourself due credit for getting the job done.

4. Some individuals have a strong sense of urgency about getting short term results-others are more ‘laid

back’ and less driven in their approach to work. Give me an example of a time when you were either more

‘laid back’ or more ‘urgent’.

5. Getting the job done may necessitate unusual persistence or dedication to results especially when faced

with obstacles or distractions. Tell me about a time in which you were able to be very persistent in order to

reach goals. Be specific.

6. Tell me about a time at work when someone commented on your high or ‘superior1 level of task

orientation. Feel free to brag on yourself.

7. We both recognize that being successful takes more than luck. Hard work is necessary in order to achieve.

Tell me about a time when you had to work very hard to reach your goals and be specific about what you


8. We all have to make decisions on the job about the delicate balance between personal and work

objectives. When do you feel you have had to make personal sacrifices in order to get the job done?

Career Goal and Objectives

(these are not necessarily behavioral questions, but they are important, so are included)

1. What are your short and long-term goals?

2. What are your long range goals and objectives? How are you preparing to achieve them?

3. What are your standards of success/goals for a job?

4. Why do you think you would be good at chosen profession (sales, retailing, marketing, etc.)? Please

describe your ideal job.

5. What are your career interests? Why are you interested in this industry/ profession/ occupation?

6. What work would you like to do that really interests you? In what environment do you want to work?

7. What is your timetable for achievement of your current career goals?

8. Why do you want to work for XYZ company? In this organization, where do you see yourself in five


9. What specific goals, including those related to your occupation, have you established for your life?

10. Please describe the ideal job for you following graduation.

11. What specific goals have you established for your career?

12. What will it take to attain your goals, and what steps have you taken toward attaining them?

13. If you could do so, how would you plan your college career differently?

14. What do you see yourself doing in ten years?

15. Is there something in this job that you hope to accomplish that you were not able to accomplish in

your last job?

Sources used to compile:

Management Recruiters & OM5 of Ann Arbor

Delta Dental, Ford Motor Company (finance), Gap (supply chain), Kraft (marketing), and Mars, Inc.-

Masterfoods (supply chain)

Resources collected over the years from MBA Career Services Center staff and some interview questions referred from topschoolsintheusa.


MBA Jobs: Internet Search

MBA Jobs: Internet Search

If you dedicate a specified amount of time each week to using the World Wide Web for your job search, you will have more options to use than available time. Here is how the MBA PCC recommends you dedicate your time, listed by expected level of payoff.

Job Application Tips

1) Use eRecruiting and MonsterTrak to look for positions recruited through MSU.

2) Apply to company home pages – go right to the source

  • Many companies require applying on-line at some point, even within their own on-campus recruiting process.
  • Even if they do not, it is recommended that you apply on-line to every company you are interested in.
  • Apply for every position you are interested in.
  • Apply every month or so as new positions are posted.
  • Keep a text only version of your resume for easy pasting into web sites. See other handout for details on Scannable resumes.

3) Develop a list of target companies

  • Use the CareerSearch database (via MonsterTrak), for geographical or industry-based searches.

4) Prepare for interviews using web, especially using

  •, (both via eRecruiting), and
  • Gast Business library literature search to learn about company and industry information

5) Use MBA-specific or functional-specific (for example, marketing, council of logistics management) web pages, such as SpencerStuart.Com,, and headhunters’ home pages

  • Expect there to be few matching postings on these pages.
  • On these pages, you can expect to be exposed only to the person who posted the position (third party firm), as opposed to the whole company as when applying to the company’s own web page.
  • For the future: Keep in mind, that no matter how confidential the site there is always the risk that a current employer will find you listed there (not relevant for current students). Responses to this can range from raises to keep you “salvaging”, discipline if you are found looking again, to termination in the next round of downsizing or restructuring. Also, some web sites “raid” other web sites with “spiders” and re-post your resume to new sites.
  • Visit the “important links on the “Current Students” section of the MBA website (

6) Use web for networking, with sites like,, AlumniLink, eProNet, YoPro, Friendster, LinkedIn,,,, any Yahoo groups, and, etc.

  • Using these sites may connect you with classmates, alumni, former coworkers, members of professional associations who can help you contact the people you need to network. Remember the principle of “Six Degrees of Separation”.

7) Use web for larger postings and resumes, on large boards like

  • Expect a lower payoff. While there are many jobs posted, they cover a large number of positions and levels.
  • The initial registration or search engines on these may not be adequate for delivering positions like those you are searching for.
  • For the future: Keep in mind, that now matter how confidential the site there is always the risk that a current employer will find you listed there. Responses to this can range from raises to keep you “salvaging”, discipline if you are found looking again, to termination in the next round of downsizing or restructuring. Also, some web sites “raid” other web sites with “spiders” and re-post your resume to new sites.

8) Personal Home pages (using your own website to market yourself)

  • Are a very passive way of searching for a position
  • Proper keywords and registration of the site are important
  • There are web robot and crawlers (“spiders”) that go out looking for sites based on some criteria, but if they do not find you, or enough information on the site, they will not be productive. These are quickly becoming less popular.
  • These may also have some legal implications, and may not be as good a sell of you as you think if you use if for both personal and job search persons. Avoid letting recruiters know age, ethnicity, gender, religious beliefs, and if you are a bad golfer.
MBA Resume for Account Executive

MBA Resume for Account Executive

Candidate for Masters of Business Administration, May 2002
§ VP Corporate Relations, Graduate Women In Business
§ Consulting Club, Opportunity Consultants Inc., Cold Call Chorus
Bachelor of Science in Finance, May 1996
§ Elected President of Class of 1996
§ Oxford University, Oxford, England: Study Abroad, International Finance, Merit Scholarship
§ American University of Rome, Rome, Italy: Study Abroad, Italian Studies
Summer 2001 BOOZ-ALLEN & HAMILTON INC. New York, NY
Summer Associate
§ Uncovered inaccuracies in reserve calculations resulting in a $150M reduction in net A/R, as part of
a $4Bn working capital reduction initiative for a telecom company.
§ Managed a client team to address troubled debt accounts. Designed and implemented an Access tool
to help the client become more effective in the resolution of accounts.
1999-2000 GORMLEY & PARTNERS (A subsidiary of marchFIRST) Greenwich, CT
§ Developed strategic frameworks and brand positionings for clients including Johnson & Johnson,
AT&T, Bank One/First USA, Wingspan Bank and GoPin (an Internet start-up).
§ Managed creative staff of three. Produced product and positioning concepts as well as sample direct
marketing packages for client presentations.
§ Conducted qualitative research in domestic and international markets to test new concepts.
§ Created consumer segmentation models to define target markets for qualitative research.
§ Drafted discussion guides, screeners and summary reports. Produced videos to present research
findings to clients.
1996-1999 CITIBANK New York, NY
Assistant Vice President, Marketing, Global Consumer Bank
§ Managed marketing budget of $8 million.
§ Teamed with Citibank Latin America, Philippines and Belgium to develop an Fx product.
§ Repositioned liability and asset products by identifying competitive positioning and pricing gaps.
§ Identified profitable segments and cross-sell opportunities through analysis of liability and asset
profiles. Presented findings to senior management.
Management Associate, Global Consumer Bank
§ Hired into Citibank’s highly selective 24-month Management Associate training program.
§ Launched a Citibank branch network in a new market as part of a team of five. Expansion fulfilled
corporate strategy of a branch presence in contiguous markets.
§ Executed revenue enhancement initiatives that generated over $10 million.
§ Developed Intranet website content as a sales training tool for Citibank’s PC Banking service.
§ Analyzed asset portfolios for rate sensitivity. Findings assisted senior management in pricing
1995-1996 THE WHITE HOUSE Washington, DC
Intern: Organized a forum for women business leaders.
§ Participate in events to fight breast cancer, Avon 3-Day (60-mile breast cancer walk) 1999, 2000.
§ Interned at the Embassy of the United States in Rome, Italy while studying abroad.

MBA Resume for Account Manager

MBA Resume for Account Manager

Darden Graduate School of Business Administration Charlottesville, VA
University of Virginia
Candidate for Masters of Business Administration, May 2002
Activities: Darden Capital Management, Finance Club, Marketing Club, Entrepreneurs’ Club
University of Pennsylvania Philadelphia, PA
Bachelor of Arts in English, May 1993
Activities: Upper Class Board Member, Student Activities Council, Elected President of two student clubs
Grotech Capital Group
Summer 2001 Summer Associate Baltimore, MD
• Conducted analysis and due diligence on potential investments. Presented findings and
investment recommendations to firm partnership. Participated in supporting activities
for portfolio companies.
Manugistics Inc.
The leading provider of software solutions for eBusiness Trading Networks and Supply Chain Optimization.
1998 – 2000 Account Manager Rockville, MD
• Delivered over $11 MM in software revenue through new business development and
solution sales, including the largest deal in company history.
• Qualified for President’s Club in 1999 and 2000 at 110% and 300% of quota,
respectively. Named top sales representative in first half of 2000.
• Directed complex enterprise sales cycles, which required initiation of account strategy,
management of dynamic sales teams, and negotiation of contract terms.
1996 – 1998 Business Consultant Paris, France
• Recruited to core team to launch the Paris office and establish market presence in
Southern Europe. Built the business from 7 people with no annual revenues to 35
people and $10 MM annual sales. Integrated new office to existing operations.
• Leveraged application and industry knowledge to create vision, business cases, and
solutions proposals for over 30 prospects.
• Expanded awareness and generated leads via marketing activities, trade show
presentations, and alliance partner education.
1993 – 1996 Implementation Consultant Rockville, MD
• Implemented Supply Chain solutions at 15 clients in North America and Europe.
• Led consulting teams of 3 to 10 members and designed 3 to 18 month project plans.
• Facilitated business process redesign to create competitive advantage for clients,
configured software applications, and trained over 100 end-users on system capabilities.
• Board member of private foundation for underprivileged youth education
• Traveled extensively through North America, Europe, Asia and Africa
• Fluent in French

MBA Resume for Accountant

MBA Resume for Accountant

University of Virginia
Candidate for Masters of Business Administration, May 2002
• Vice President of Technology, Finance Club.
• GMAT 740.
B.A. Economics, May 1997
• President and Treasurer, Vanderbilt Undergraduate Economics Association.
• Rush Chairman, Sigma Alpha Epsilon Fraternity.
Summer Associate, Capital Markets Group
• Responsibilities divided between Corporate Finance and Equity Research with a focus on
financial institutions.
• Corporate Finance assignments included:
o Modeled and valued $17MM purchase of a $160MM asset commercial bank.
o Marketed and evaluated $25MM trust preferred issue for a $900MM asset commercial
• Equity Research duties included:
o Analyzed and recommended the stocks of commercial banks and thrifts to clients, traders,
and the retail distribution network.
o Forecasted earnings and cash flows based on prior financial results and management
insights obtained through discussions with senior management of companies covered.
1998-2000 Accountant, Trust Division, Institutional Services Group
• Monitored daily operations, compliance procedures, and equity trades of ten corporate
retirement plan managers of over 350 institutional pension plans with total market value of $1
• Developed and implemented spreadsheet model for tracking trades and positions of $1 billion
of mutual funds, money market funds, guaranteed insurance contracts, and cash accounts.
Model allowed for immediate identification of trading errors and resulted in a 95% trading
efficiency improvement.
• Led facilitation of internal and external audits of all institutional retirement plans.
1997-1998 Retirement Plan Analyst, Trust Division, Institutional Services Group
• Managed compliance efforts of a 10-employee product group with over 250 corporate 401(k)
and profit sharing plans.
• Constructed spreadsheet model that eased monitoring of voluminous plan activity, resulting in
clearer identification of procedural problems and a 90% reduction in processing errors.
• Awarded 1998 Employee Benefit Star Performer Award for overall excellence in striving for
departmental goals.
• Consulted clients and plan participants on IRS tax codes and pension regulations (ERISA).
• Enjoy sport fishing, golf, and acoustic guitar.

MBA Resume for Associate Consultant

MBA Resume for Associate Consultant

Darden Graduate School of Business Administration Charlottesville, VA
University of Virginia
Candidate for Masters of Business Administration, May 2002
• Vice President, Career—Finance Club; Charlottesville Capital Ventures, GWIB
Sweet Briar College Sweet Briar, VA
A. B. Art History, Arts Management Certificate, May 1996
• Dean’s Scholar Fellowship, 1992-1996
• Award of Outstanding Achievement and Contribution to the Sweet Briar Community
University of St. Andrews St. Andrews, Scotland
Junior Honors, Junior Year Abroad, 1994-1995
2001 PNC Advisors Philadelphia, PA
MBA Summer Intern, Wealth Management Group
• Created business plans for current clients to identify new business opportunities and to improve
• Researched, prioritized, and created strategies on an inherited book of clients for Client Advisor.
• Developed introduction materials for new clients with a target minimum net worth of $1 million to
elevate and make consistent the client experience.
1999-2000 Johns Hopkins University—School of Advanced International Studies (SAIS) Washington, DC
Assistant Director of Development, Annual Giving and Alumni Relations
• Targeted, cultivated, and solicited Herter Society ($1,000-plus annual donors) and fellowship
donors to increase gift amounts and participation.
• Developed plan for written, phone and personal solicitations for the annual fund.
• Promoted alumni awareness throughout the University as member of the senior alumni relations
staff team.
1998-1999 The Aspen Institute Washington, DC
Development Associate for Prospect Research and Campaign Management
• Developed individual cultivation and solicitation strategies for $50 million campaign as member
of senior leadership team.
• Assisted with written solicitation and general communication Trustees and major donors.
• Identified and prepared research on $250,000- plus prospects for development staff, Institute
President, and volunteers.
1997 Kaiser Associates Vienna, VA
Associate Consultant
• Attended meetings with the client and senior management to determine project scope.
• Identified client needs and defined desired outcome.
• Conducted in-depth research in project teams to prepare and deliver analyses to the client.
1996 MBNA America Newark, DE
Customer Satisfaction Representative
• Enjoy a cappella singing—President, Sweet Tones (Sweet Briar) and member, Cold Call Chorus
• Fundraised for local philanthropic organization that focused on welfare of women and children
(Washington, DC).

MBA Resume for Attorney

MBA Resume for Attorney

Darden Graduate School of Business Administration Charlottesville, VA
University of Virginia
Candidate for Master of Business Administration, May 2002
· Finance Club; Business Operations Club
· Elected Section Honor Representative; Christmas-in-April Volunteer
· Kiplinger Scholar
University of Virginia School of Law Charlottesville, VA
Juris Doctor, May 1997
· Treasurer, Student Legal Forum; Co-Chair, Barrister’s Ball Committee
· Phi Kappa Sigma Baltzer Scholar
Washington and Lee University Lexington, VA
Bachelor of Arts in European History and French, cum laude, June 1994
· Dean’s List; Honor Roll; Vann Prize for outstanding History research paper; Omicron Delta Kappa
· Elected to Student Executive Committee; Elected Secretary of the Student Body
First Union Securities, Inc. Richmond, VA
Summer Associate, Investment Banking
· Conducted due diligence for $300 million real estate portfolio acquisition and assisted with financial
analysis for a $200 million mortgage placement.
· Prepared financial analysis, drafted confidentiality agreement, and conducted research on corporate
structure for the $1.8 billion merger of two publicly traded REITs.
· Drafted equity committee and sales point memoranda for secondary equity offering for a lodging REIT.
· Developed merger and joint venture pitch books for existing and potential clients.
Mays & Valentine, L.L.P. Richmond, VA
Attorney, 1997- 2000
· Executed deals involving the sale, acquisition, and financing of real estate as an associate in the Business
Department of a full-service law firm with more than 135 attorneys.
· Analyzed land value, conducted due diligence, wrote due diligence memoranda, and advised client on deal
structure for purchase of real estate development company worth over $30 million.
· Negotiated and drafted loan workout agreements, commercial leases, easements, agreements for fixed
wireless systems, and agreements for the co-location of telecommunications equipment.
· Led multi-disciplinary team to renegotiate $44 million fixed wireless system contract, which saved utility
client $4 million and avoided litigation.
· Advised utility and telecommunications clients on real estate, land use, and risk management issues.
· Completed fixed asset acquisition and leaseback worth $1.5 million for utility client.
· Managed 20 to 30 active real estate and corporate files at any given time and delegated additional files.
· Hired and trained new associates as one of three associates selected to sit on recruiting committee.
BAR/BRI Bar Review Charlottesville, VA
Head Representative, 1995-1997
· Supervised sales force, created marketing strategy, forecasted sales, conducted competitor analysis, and
coordinated customer service for sale of bar review course to law students.
· Maintained 90% market share despite direct competition from larger competitor with lower prices and
more recognizable name.
· Member of Virginia State Bar, Selected for Red Cross Leadership Development Council.

MBA Resume for Banking

MBA Resume for Banking

Darden Graduate School of Business Administration Charlottesville, VA
University of Virginia
Candidate for Masters of Business Administration, May 2002
· GMAT: 720
· Finance Club, International Business Society, Graduate Women in Business
Pennsylvania State University University Park, PA
Bachelor of Arts, International Politics major, May 1995
· Dean’s list
· Teaching Assistant, Intro to Middle East History
· Senior Photographer, The Daily Collegian
American University in Cairo Cairo, Egypt
Study Abroad Program, Spring 1994
· Studied Arabic literature, society, colloquial language and politics
Summer Houlihan Lokey Howard & Zukin New York, NY
2001 Summer Associate, Investment Banking
Participated in the preparation of offering memoranda, valuation models, pitch books and other
project materials for various distressed M&A, private placement, and restructuring engagements.
1996-2000 The World Bank, East Asia and Pacific Region Washington, D.C.
Junior Associate, Environment and Social Development Unit
Managed $120 million grant facility for Chinese industrial enterprises to phase out use of ozonedepleting
chemicals. Increased number of recipients from 50 to over 90, with an average
investment of US$ 1 million per project.
Financial analysis
· Recommended investments for over 40 enterprises based on due diligence reviews of studies
conducted by Chinese financial intermediaries.
· Presented recommendations on proposed investments to Investment Management
Project management
· Visited over 20 grant recipients per year to monitor project implementation and evaluate
financial status.
· Investigated labor regulation compliance for displaced workers under industrial restructuring
projects. Recommendations led to government review of policies and stricter enforcement
of minimum compensation requirements.
· Recipient of 2000 World Bank Performance Award for exceptional achievement, teamwork,
client focus and results.
· House Captain, Christmas in April (April 2001)
· Second degree black belt, World Tang Soo Do Association
· Chief Instructor, Morning Star Tang Soo Do in Vienna, Virginia (1999-2000)

MBA Resume for Business Analyst

MBA Resume for Business Analyst

EDUCATION Darden Graduate School of Business Administration Charlottesville, VA
University of Virginia
Candidate for Masters of Business Administration, May 2002
· Elected to represent the Latin American Student Association in Corporate Relations.
· Member of the International Advisory Board.
Instituto Tecnologico y de Estudios Superiores de Monterrey Mexico City, MX
Bachelor of Science in Industrial and Systems Engineering, December 1997
· GPA: 91/100.
· Graduated with Honors.
· Participated in the International Student Exchange Program – University of Wyoming.
· Integra-Joven Leadership Group, Vice-president.
· Varsity Tennis.
Summer 2001 Citibank Mexico City, MX
Summer associate
· Quantified potential revenues for the Bank by developing Distribution Channel Finance.
· Participated in a committee to define a merger action plan between Citibank and Banamex.
· Assessed credit risk and recommended exposure limits for several corporate accounts.
1998 – 2000 McKinsey & Co. Mexico City, MX
Business Analyst
· Provided guidance and consulting support to the Mexican Government in the establishment of
a competitive foundation for the telecommunications industry.
– Analyzed call traffic, forecasted market demand and generated revenue projections
to develop countrywide regulatory infrastructure.
– Directed a team to develop and explore cost-effective alternatives to increase
telecommunications connectivity. Led to implementation of a new service for lowincome
· Participated in the reorganization process of an $18 billion commercial bank, which realized a
30% reduction in labor cost.
– Applied queue model analysis to determine optimal staffing levels.
– Designed and implemented compensation system to increase productivity while
maintaining customer service standards.
· Conducted benchmark analysis for an airline carrier to recognize cost reduction opportunities
in its flight services. Initiatives represented $4 million in cost savings.
· Identified potential synergies in the maintenance operations of two recently merged airline
companies. Suggested recommendations resulted in a 4% increase in profits.
1997 – 1998 Sipura Mexico City, MX
Family owned and operated bottled water distributor with annual revenues of $150,000.
General Manager
· Recruited sales staff and developed sales strategy that increased company’s revenue by 50%
in one year.
· Supervised inventory and quality control process. Redesigned ordering system, which reduced
related costs by 10%.
· Volunteer at Lazos, a non-profit organization that provides educational support to low-income
· Interests: Golf, Tennis and Painting.

MBA Resume for Business Consultant

MBA Resume for Business Consultant

Darden Graduate School of Business Administration Charlottesville, VA
University of Virginia
Candidate for Masters of Business Administration, May 2002
• Colgate W. Darden Merit Scholarship
• Texaco Fellowship
• Elected Darden Representative to the University Student Council
• Darden Student Association Executive Committee
• Executive Director – Values Based Leadership Conference
• Winner – Marketing Brand Challenge Competition
McIntire School of Commerce Charlottesville, VA
University of Virginia
Bachelor of Science in Commerce, Concentration in International Business/Marketing, May 1997
• Philip Morris Marketing Scholar
• GPA: 3.8; Graduated with Distinction; Beta Gamma Sigma; Intermediate Honors; Dean’s List
Summer 2001 MassMutual Financial Group
Director, Executive Development Program Springfield, MA
Entrepreneurial • Created a “Women’s Financial Center” (WFC) Web site to serve as an online educational
Pursuits financial resource for women. The WFC will play a critical role in MassMutual’s campaign to
penetrate the affluent women’s market and attract and retain female financial advisors.
Enterprise • Produced a business plan and cost model for MassMutual’s enterprise lead management
Initiatives (ELM) initiative. ELM is designed to create a consistent, enterprise-wide model for generating,
tracking and managing potential client leads.
• Designed a marketing campaign coordination and response unit to develop all MassMutual lead
generation programs and manage all campaign responses.
1999-2000 American Management Systems – Europe
Business Consultant, Private Wireless Group Brussels, Belgium
Business • Led marketing effort of AMS’ new prepaid product. Conducted a competitive analysis of the
Development prepaid industry to determine optimal positioning of this new product in the market. Demonstrated
product functionality to potential clients. Resulted in successful product launch.
Best Practices • Collaborated with a multi-national team to implement a new risk management system at Belgium’s
leading cellular provider. Monitored system performance, investigated and analyzed problems that
arose and partnered with client to implement appropriate solutions. Educated, managed and continually
trained European staff and client users on functionality of this new system.
• Enhanced competitive position of Belgium’s leading cellular provider by creating
innovative improvements to client’s customer care and billing system. Resulted in faster customer
service response time and facilitated identification of high value customers.
1997-1999 American Management Systems, Inc.
Business Analyst-Team Lead, Telco Risk Management Group Fairfax, VA & Chicago, IL
Team • Led team to develop client training program to satisfy five call centers and 1000 users during the
Leadership implementation of a new risk management system at a large wireless service provider.
• Spearheaded the change management team to strengthen communication between all key client
stakeholders (division managers, call center managers, training managers, functional leads) and
ensure user buy-in prior to new product implementation.
PERSONAL Extensive travel throughout Europe and the Far East. Conversant in French.