No very difficult questions so far. Situational questions were the hardest of what was asked e.g. If you were going to improve your overall sales by 25% how would you go about it? If you were to increase a clients budget by 50% how would you approach/pitch it?
Think about number of airports, time of day question was asked, number of flights taken by the average German a year, average plane size etc. There's no right answer - they want to see which variables you would use to make an estimate.
The Team has a very good Q with over 12.8m in pipeline generation, which is above set benchmark (112%). It is very likely that the team will generate another 136k over the next two weeks given the strong performance. It means the team will reach Q target. However, looking at the FY the pipeline generation numbers reveal that the team only generated 35.6m, thus 13.1m below benchmark target. It is very unlikely that the team will be able to generate an additional 14.7m to hit FY target. Given the current strong performance, I’d expect the team to generate an additional 2.5m, thus ending the FY at 38.2m
The interviewer (VP) didn't understand what a behaviour control sales management style was, which disappointed me considering this management style is embedded into the sales 2.0 philosophy which Oracle is famous for.
I experienced the same "push back" at the scenario stage of the recruitment process. The HR person played the part of an extremely difficult and awkward employee. To your point no matter which way I approached the situation the HR acting / in the role play refused to come around and there was not enough time to complete the exercise. What are SKY playing at??? I would suggest a senior member of the management team arrive in unannounced to see and observe one of these session and see if there is an issue here with a lose cannon in HR!