"Hiring a great marketer is more difficult than hiring a great engineer or a great salesperson". Select the item matches your view and explain?

i agree

because he sould have :

1- experience in the  market

2-have  marketing strategies

3-ideas about products

Here are the 7 characteristics of engineers that make for amazing marketers

1. Engineers love to problem solve!

That’s why we became engineers!  We wanted to solve problems!  Build products that do amazing things!  We are passionate about that and it is the #1 skill set I look for when hiring a          marketer.  There are no cut and dry job descriptions anymore in marketing.  Marketers need to be able to find a problem or area for improvement and go find a way to make it better.

2. Engineers have been taught the right approach to problem solving.

Engineering education is about learning an approach to solving a problem and the tools needed.  In actual practice, you then go back to the process, the guiding materials and come up with a solution to the problem. We’re not taught memorization, but rather method.  That is because there isn’t always a “right” answer in engineering. This is exactly how marketing needs to approach problems.  There is no one right way to do things.  There are infinite possibilities so it takes a person who can approach a new problem with a method to work through it and have the confidence to see where it takes you without knowing your final destination.

3. Engineers love data!

As an engineer I once worked on a data set in Excel for 3 weeks.  I was relentless in my pursuit of finding answers.  This skill has served me well in what is now likely the most data-driven career path available.  Data scientists work in marketing, how crazy is that? If you are good at math, statistics and are a killer “Googler” because you understand Boolean logic, then marketing is definitely for you.

4. Engineers are bi-lingual.

This one is for all of the companies out there with complex products.  You have high-tech talent in your product and sales organizations. Engineers turned marketer speak the language of business and tech.  Your engineering degree will not only get you instant respect with product and sales, it will allow you to turn marketing into terms they understand – making you a key player in marketing alignment with product and sales.

5. Engineers love trying out new technology!

Did you know there are almost 1,900 marketing technology vendors who are constantly pushing the boundaries of what marketing can do? Scott Brinker’s Chief Marketing Technologist Blog shows all of these vendors in a marketing technology landscape chart that is positively overwhelming! Marketing has the daunting (but fun) task of vetting these technologies and how they will work for our organization.  There is no end in sight to marketing being exposed to new tech!

6. Engineers are pragmatic.

This isn’t the Mad Men era of marketing.  The sexiest, coolest idea is not always the best.  Engineers are fundamentally pragmatic about decision making.  We look at things from all angles.  We make pros/cons lists, we mitigate our risks, we create exit plans.  These are all phenomenal skills for today’s marketer to have.  Because there are still CEOs out there that get swept away by a “cool idea”, we need marketers who can take those cool ideas, break them down and make them high performing!

7. Engineers like building things.

So much of marketing’s digital transformation is about building new processes and integrating technology to build a model that works for your organization. There is a never-ending project list for great marketers to make amazing things happen with technology.  I’ve seen ridiculous amounts of innovation in my career and can’t wait to see what new technology or process will come about next!

I’m not saying every engineer should make the transition to marketing.  Do what you are passionate about. But here are key takeaways for readers:

• For marketers today, think about these skills and if you don’t have them, think about ways to develop them. If your company has online training, take a course in problem solving or decision making.  I guarantee it will help your career.
• For marketing leaders looking at job candidates, make sure you consider these skills and characteristics in hiring. Someone with these skills can demonstrably help drive change and growth.
• And certainly, if you are an engineer and are thinking about a career change, I definitely recommend taking a look at marketing!

Correct answer A <<<<<<<<<<<<<<<<<<<,

I agree with Mr  ACHMAD SURJAN

b) Agree

I recommend asking the following three questions:

Both large and small companies experience internal conflicts between the sales group and marketing group stemming from differing opinions about the role of marketing vs. the role of sales. Marketing groups tend to see sales groups as a delivery mechanism at the end of a marketing process. Sales groups tend to see marketing groups as providing a service that helps sales groups to sell more easily.

Both viewpoints depend upon perspective. If you're in marketing, it may be difficult to perceive the complexity and multiple steps involved in selling. Similarly, those in sales are so focused on "making the numbers" that it's difficult to appreciate the way that marketing has laid groundwork.

Regardless of which viewpoint is "correct," the conflicts between marketing and sales groups can reduce a company's productivity.

Take, for example, the generation of sales leads, a common marketing function. According to a recent study of 600 sales and marketing groups conducted by the research firm CSO Insights, less than a quarter of sales professionals believe that they're getting fully qualified leads from their marketing group.

As with most organizational conflicts, a sense of mutual respect is the key to building better working relationships.

One of the benefits of this question is that it helps to assess whether the candidate possesses that fundamental sense of respect and will therefore be able to work well with your sales team. If the candidate is dismissive of the sales group (e.g., says something like "marketing drives sales"), he or she will probably increase rather than dampen any conflicts that exist between your sales and marketing groups. Ideally, you want a candidate who understands the contributions of both groups to the overall success of your company.

Many companies do this type of cross-assignment as a way to build bonds between their sales and marketing groups. However, even if you're not planning such an assignment, you should still ask this question because it takes the theoretical situation in the first question into the practical realm of the candidate's career.

The worst possible answer is something like, "I'm sure I'd be good at selling, but such an assignment would not be the best use of my talents." A response like this suggests that the candidate, if hired, will have difficulty creating marketing programs and deliverables that are useful to the sales team.

This is a huge problem, according to the book The Profit Maximization Paradox, which quotes surveys showing that salespeople spend a whopping 40 percent of their time preparing "customer-facing deliverables" while using less than 50 percent of marketing-created sales materials.

A less-than-ideal but still acceptable answer is something like "I don't know if I'd be very good at selling." Such a response suggests that the candidate understands that selling is difficult and has the self-awareness to realize that he or she might not have the right characteristics to be successful at the job.

The ideal answer is something like "I'd learn everything I could and then bring that knowledge back into the marketing group to help make it more effective."

This is a bit of a trick question. On the surface, it provides an opening for the candidate to talk about his or her experience and identity and how they appear to the outside world.

However, you're actually probing for something deeper: whether this candidate's priority is 1) helping your marketing team build a stronger corporate brand or 2) building a personal brand to advance the candidate's own career.

Ideally, you want a candidate who defines his or her personal brand in terms of service, working with a team, and helping a company be successful. A candidate who articulates a personal brand that's independent of any corporate brand is problematic.

Building and enhancing a corporate brand is difficult in a business world that's already saturated with brands, and corporate aims to get everybody in the company to be "on the same page" rather than creating cross-currents that might confuse the corporate message.

If the candidate is being hired specifically as a "celebrity" whose prior experience adds to your corporate credibility, then a strong personal brand is an asset. Indeed, it's the reason that you're hiring that candidate.

However, if a candidate is being hired for a less lofty job, a strong personal brand—or the desire to build one—may make that candidate less effective when working with a team and more likely to grandstand and steal credit.

That's important because, however you define marketing, getting good results requires people who work well with teams.

Agree with the expert answers here

I have selected Option A.

The reason I felt is a real marketer is expensive to afford for companies in beginning they look for the cheaper option and you know that paying peanuts will give monkeys only.

I agree with that because due to the deep impact of media and the changing nature of consumers to a more sophisticated ones have put a great pressure on companies; we notice that there is a media war if we can name it so, involving all companies that are striving to attract consumers to buy their products or services. 

Taking that into consideration, marketers may be the most important factor nowadays in any company because they are the ones making or breaking the image of the product. 

yes about me is option " A " is very difficult

Thanks for invite , I chose A , the best answer

Thanks

Strongly Agree , Marketer should has good inspiration , which is not necessary found in an Engineer or Salesman