个人觉得，SAP喜欢strong creativity，cofident about your own view, challenger，go-getter，甚至是有点【特立独行】的人，当然要兼顾team player的特质啦。
另外，情景测试也要符合上面这几点特质来选。个人觉得每个情景一定要选出一定会这么做的一项。
以下是两道情景分析，lz试着分析一下思路 （lz做的时候本来想全部复制粘贴下来的，然后太懒了。。然后就没有然后了。。。）
1. Scenario: You are working with a team of people within SAP to scope and understand the future sales opportunity of a new mobile product solution. In one week's time, the team will need to present the proposition and strategy to a group of senior sales leaders. You have been given the responsibility of building a presentation to tell the story of the product, which could be used for future customer meetings. To support you in this task, your manager has written a brief for you. You already have an opinion and have some knowledge about the new product. What do you do?
LZ分析: 注意任务时间-还有一个星期due；任务：做新产品的presentation；其他条件：老板给了你breif，但你自己有opinion和knowledge
I might do this 可能会做
You start from scratch and spend significant time （回忆性格测试里有一道问道scratch与工作；significant time与题干deadline有可能冲突！） doing some broader research on the product, the market, the competition and spend time speaking with different people to gain a range of perspectives, facts, and information. You use this to create the story of your presentation. （做research是有必要的，考虑到due date，lz选了可能会做）
I would do this 我会这样做
You build the story based on what you know. You focus on ensuring your views are clear and bring to life your personal flair within the presentation and strategy. （最快捷，强调自己的想法，回想性格测试里相关的题目）
I wouldn't do this 我不会这样做
You focus on the brief your manager has provided and search for specific information to address each point suggested. You stick to this guidance and use official sources of information within SAP, such as the product guide to create the story. （照着老板的breif做，没有自己想法，stick to guidance， 有违前面提到的原则，不做！性格测试里面有关于follow the rules的题目，注意自己的选择）
I might do this 我可能会做 You go to people within the team for their input and ideas. You use their experience and the information they give you to create the story and build the presentation quickly. （team的意见，但感觉有完全照搬的意思，可能会做。）
Scenario: You hand in a presentation to your manager who is not impressed with the angle you have taken and gives you feedback that the presentation is not relevant enough to the customer and is not 'current'. They warn you that the customer can be very challenging. In building the presentation, you had used a standard template which had been recommended to you by someone in your team. You need to amend the presentation however you have little time as your manager is presenting to the customer the next day. What do you do?
I would do this 我会这样做
You have a re-think by looking to start again in what information you need to improve the presentation. You deviate from your original approach by seeking broader customer, product and market information from the internet, the team, and SAP resources and use this to completely change the presentation. （敢于在有限时间完全更改-work under presure，收集信息，自己的own idea） I'm unlikely to do this 我不太可能这样做
You quickly tweak the content based on your previous experience and the information you already have. You focus on the key areas your manager mentioned. I might do this 我可能会这样做
You use the remaining time to speak with a couple of your colleagues to gain their opinion and insight on what could improve the presentation. You take on board their feedback and use this to form the basis of your changes. （强调go to your team for help，性格测试里面依然有，我选的是agree；此外，我还是不喜欢全盘都是别人的意见，所以这里考虑了一下选了可能会这样做） I wouldn't do this 我不会这样做
You go back to some old presentations you have completed from similar customers and use this information to refresh the content of your current presentation. （这个一看就知道不能选啦）
【性格测试原题及我的选项】注意相似的题目要前后一致
1. new information build my knowledge base
SA
2. always try to do things differently
SA
3. it is not important to me to refer to others for help
D
4_My main priority is to maintain a sense of harmony
A
I am motivated by working in a team
SA
I like sharing my work with others
SA
I always have energy to start new things
SA
I love spending time understanding new concepts, ideas and information
SA
I feel energised when there is constant change and ambiguity within my day
SA
When something good or bad happens, I find that I experience strong emotions
D
I work best when I am able to focus on using existing information to achieve a task than working from scratch
D
I enjoy keeping my work to myself
SD
It is not important for me to gain recognition from others to feel I have done a good job
SD
I am not an emotional person
A
I prefer to seek advice from others at work when working on a problem
A
I tend to find my productivity is impacted by my mood
D
I prefer to avoid situations where there is risk of failure
SD
I can quickly feel strong emotions if something unexpected arises at work
D
I always feel confident to say what I think, even if it upsets someone
D
I am not happy unless I have gone out of my way to understand something for myself, even if it isn't convenient
SA
I thrive and often perform my best work when working under tight deadlines and pressures
SA
I thrive when I am given a process and clear rules to follow
D
It is important to me that the success of my work is purely driven by me and not by others
D 作者: MerlinLiuLiu 时间: 2014-2-28 15:02
不错，看着比较新作者: 米粒charlene 时间: 2014-2-28 17:33
Thanks for sharing. 作者: heyadi 时间: 2014-2-28 23:52
很好奇sap家性格和scenario 测试大家是不是都是一样评价,might be a great fit 这样的,有没有评价上区分的 作者: shaohuixue 时间: 2014-3-1 19:29
thx~作者: renkai_answer 时间: 2014-3-1 22:44
如果可以的话，您能把你保留的 网申的情景测试发给我到我的邮箱吗？我想参考下，麻烦你了。我的邮箱是1792353788@qq_com作者: renkai_answer 时间: 2014-3-1 22:44
因为我没有通过，所以我想参考一下。 作者: tanyangy 时间: 2014-3-2 01:03
Scenario: Your manager asks you to create a positioning document for a new product feature which you have not seen before. It will be sent to a customer the next day. You have been given limited information but you know the customer well as a result of previous sales conversations you have listened to as part of your personal development. What do you do?
I would do this
You draw on the support networks around you to ask them to send across the technical information and screenshots of the product that already exist. You base your proposition document on this information.
wouldn't
You refer to an example proposition document and tweak it with information SAP recently circulated about the new product feature.
unlikely to do this
Put together a bullet-pointed document based on your common sense and what you already know of the customer to complete it quickly and efficiently.
might to this
You spend considerable time looking for various other forms of information to help work out what you might need to include and to gain more general facts, figures and stories. You include some background information on the SAP/client relationship and previous work to give context around the topic. Scenario: You are responsible for co-ordinating an 'Innovation Day' and you need to ensure that a team of 15 Sales Leaders attend within SAP. The event is being organised to create and work through new ideas to improve the how SAP sell solutions and services over the next three years. Unfortunately it is a busy time of year as everyone is focused on meeting their sales quota for the end of the quarter, and the event is scheduled to run in 2 weeks time. You have sent an invitation, but you have only received declines and most have not replied. What do you do?
I would do this
You draw on people you know who work closely with the Sales Leaders, and ask if they can help promote the benefits of being part of the event to them. You follow this up with a call to each person.
I'm unlikely to do this
You pop in to see each person face-to-face and explain to them the purpose of the event to ensure they are clear, and that you need them to attend.
I wouldn't do this
You give each person a phone call and talk to them about their current priorities, despite the fact it will take you a significant amount of time. You look to highlight to them the opportunity they have to be involved in a key event and how this will help them in the future with their current challenges.
I might do this
You send a formal email to everyone to communicate the importance of the session, that it is compulsory, and suggest that if they do not attend you will have no choice but to escalate the issue to the Global Head of Sales.
Scenario: Your team have been invited to present to one of the largest telecoms businesses in the country, to sell a complex strategic solution. You are aware that they are currently speaking to a competitor too. There is a lot riding on this presentation to help close the deal, and it is up to you to prepare and plan the content that your colleague will be presenting on, which your team will need to review and sign off. So far, you have had confirmation that the Vice President, 3 executive board members, and the Head of Finance are attending. You need to ensure you impress the audience with the SAP solution. What do you do?
I wouldn't do this
You want to show off the all detail around the technical features to show off how extensive, complex, and intelligent SAP's solutions are. You focus your message on explaining a particular solution and how it works in practice.
I might do this
You want to provide the key stakeholders with visibility of the range of possible solutions, to show off SAP's full offerings and to avoid missing an opportunity with them. You set the presentation up for a discussion around what they believe is best.
I would do this
You focus your presentation around a specific recommendation, what it will deliver for them as a business, and challenge them with how this will address and improve their current situation.
I'm unlikely to do this
You position a recommended solution in comparison to the competition. You focus on the potential risk and threat they are likely to experience as a business if they don't choose to go with SAP.
Scenario: You are close to completing a sale with a customer, who you've invested significant time in to over the past 3 months to sell a solution. Unfortunately, there has recently been a change with key stakeholders due to a restructure within the customer's organisation which is putting the sales opportunity at risk. You have heard that one new stakeholder thinks the product is too expensive and doesn't believe there is a return on investment. You receive an unexpected call from her. What do you do?
I might do this
You welcome the call and share that this is an important opportunity for you to both to feel the solution is right. You highlight the value of the solution to the customer, but also challenge her back to highlight why the proposed commercials and business relationship benefits SAP too.
I would do this
You open up the conversation to understand what her concerns are and why so you can position the benefits of the solution against her current challenges and concerns.
I might do this
You speak with her and promise to send across all the proposals and commercials to prove the return on investment and remove the issue.
I wouldn't do this
You stand your ground and explain that the proposal is the best and final offer you are prepared to provide. You warn her that her business has invested a lot of time on this and it won't look good on them if they start changing what has been agreed. You want to keep the control in the relationship and create a strong first impression.
Scenario: You have arranged to see a potential customer who has previously bought solutions from SAP. You have spent hours researching and preparing a presentation to sell in a new product, which has been approved by the team you work with. When you turn up, the client unexpectedly asks you to talk through an alternative product they have heard about. You don't have a presentation ready to talk through the new product and you only know the key features rather than the detail they might need to know. What do you do?
I would do this
You take the decision to explore their interest in the new product and to run a different presentation to the best of your ability. You fill in the gaps of your knowledge with your experience and intuition.
I wouldn't do this
You apologise to the customer, excuse yourself, and ring your manager for guidance on what to do.
I'm unlikely to do this
You share that you're unsure if you will be able to help them as you have little knowledge on the product they want more information on. You suggest you talk through your original presentation and stick to what has been agreed.
I wouldn't do this
You address the situation directly by challenging them on their original interest and why they are now interested in the alternative product.
Scenario: Your manager has gone on holiday and has left you some information about a sales opportunity on your desk with your name on it. The information given is not clear in terms of what you need to do, but it is clear that a presentation to the customer needs to be run in two weeks time to discuss recommended solutions to their business problem. Your manager will be back in one week's time. What do you do?
I would do this
You jump on the opportunity and decide to take action. You take some educated guesses on how to approach it and start getting the right people within SAP involved to progress things.
I'm unlikely to do this
You delay making a decision to share your uncertainty with you peers. You look for their reactions to help understand whether this is something you should start or not.
I wouldn't do this
You escalate the situation a different manager and let them know that they will be better placed to make a decision on what should happen next. You wait for their instructions, listen, and follow their lead.
I might do this
You call your manager and leave a message. You let them know you're not sure what is expected of you and wait patiently for them to get back to you with an answer.
Scenario: A large organisational change has taken place due to a recent acquisition, which has impacted on the structure and processes within SAP. This has created some uncertainty amongst the team, and you are not clear on what this means for your role. One of your potential customer's has also heard about the acquisition through the news and has started to probe you with some difficult and nervous questions. What do you do?
I would do this
You address their questions and reassure the potential customer that the acquisition is a brilliant opportunity for both SAP and its customers, and you have every confidence that this change will not impact them.
I wouldn't do this
You delay confronting the issue with the potential customer until you have more clarity yourself. You instead look to empathise with the customer by sharing that you too have little knowledge around the change and that a great deal of uncertainty exists for everyone.
I might do this
You take charge of the situation by picking up the phone with the potential customer to position what you know about the acquisition. You let them know you will keep them updated as the acquisition takes place.
I wouldn't do this
You refer the customer to your manager or a more senior Sales person to deal with their questions and challenges. You don't want to make the situation worse and don't feel confident to feedback on a situation you have little information on.
