Identification and Comparison of Requirements Placed on Brand Managers

Abstract

The purpose of the article: Building a strong brand is difficult, even when viewing brands as an essential asset of the company is a lasting trend. So for brand managers to succeed in their job roles, they must possess knowledge, skills, and relevant personality traits. The purpose of the author’s work was to provide the insight into the offering of brand manager’s posts in the Czech Republic and to analyze the collected data with the special interest in finding the answer, whether the employers see a brand manager as a knowledge worker. Methodology/methods: For a successful empirical research, the content analysis method by Berelson was used to study the texts in recruitment advertisements. The statistical verification of results was conducted using the chi-squared test. Scientific aim: The goal of the primary survey was to provide answers to the research questions, which arise from the following research assumption: (1) the set of requirements for candidates for the job of Brand Manager will confirm that a brand manager is one of the workers who have skills and personality prerequisites expected for knowledge workers and (2) after the period of economic recession and despite the oncoming recovery, employers do not concede their requirements placed on candidates for the job of Brand Manager. Findings: The results of the actual research project confirmed a fundamental need of excellent communication skills (69.6%), a high degree of creativity (51.8%) and analytical ability (42.9%) of candidates for the position “Brand Manager”. During the comparison of the data results gathered in 2007 there were recorded some differences. Statistical verification confirmed the shift of requirements in the group of traits and skills connected to motivation and self-control. The results also showed significant differences in the analysed group of ads for the position of “Brand Manager” and “Product Manager” in almost all groups of psychological requirements. Conclusions: The findings confirmed that employers are looking for workers possessing personal dispositions and skills of knowledge workers. Comparison of frequencies of requirements placed on candidates for the position of “Brand Manager” in 2007 and in 2015 indicates changes, but it does not mean that employers are less demanding. The differences in employers’ expectations supported by the set of psychological requirements placed on candidates for the post “Brand Manager” and “Product Manager” inspire the discussion and are the reason for deeper investigation in the role of employees in product management.