Marketing homework
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8.docxChapter 11—Sales Management and Sales 2.0
MULTIPLE CHOICE
1. Managing an organization’s personnel selling function is called:
|
a. |
Management |
|
b. |
Sales management |
|
c. |
Organizational strategy |
|
d. |
Sales strategy |
|
e. |
Personnel management |
ANS: B PTS: 1 DIF: Easy REF: p. 250
OBJ: 1 KEY: Terms, Sales Management
2. Karen’s responsibilities include planning, implementing and controlling the personal selling function. Karen’s job is most likely that of a:
|
a. |
Human resource manager |
|
b. |
Sales manager |
|
c. |
Marketing product manager |
|
d. |
Client services representative |
|
e. |
Customer service agent |
ANS: B PTS: 1 DIF: Easy REF: p. 250
OBJ: 1
3. Which of the following is not one of the four major steps in the sales management process?
|
a. |
Directing the sales force |
|
b. |
Determining sales force effectiveness and performance |
|
c. |
Defining the strategic role of the selling function |
|
d. |
Developing the sales force |
|
e. |
Recruiting and terminating the sales force |
ANS: E PTS: 1 DIF: Easy REF: p. 250
OBJ: 1
4. Which of the following is not one of the major steps in the sales management process?
|
a. |
Directing the sales force |
|
b. |
Determining sales force effectiveness and performance |
|
c. |
Defining the strategic role of the selling function |
|
d. |
Developing the sales force |
|
e. |
All of the above are major steps in the sales management process |
ANS: E PTS: 1 DIF: Easy REF: p. 250
OBJ: 1
5. Bill has four salespeople that report directly to him, and Bill reports their activity to the manager of his region. Bill is most likely a:
|
a. |
Regional Sales Manager |
|
b. |
District Sales Manager (Field Sales Manager) |
|
c. |
Vice President of Sales |
|
d. |
Chief Sales Officer |
|
e. |
None of the above |
ANS: B PTS: 1 DIF: Medium REF: p. 251
OBJ: 1
6. Which of the following is not one of the sales organization “Best Practices” identified in the text?
|
a. |
Train and coach the right skill set. |
|
b. |
Integrate sales with other business functions. |
|
c. |
Recruit and hire the best sales talent. |
|
d. |
Keep a focus on profitability. |
|
e. |
Use information technology effectively to learn about customers. |
ANS: D PTS: 1 DIF: Medium REF: p. 251
OBJ: 1
7. Jamison Co.’s sales force has always had trouble gaining market share despite having superior products at competitive prices. Which of the following “best practices” should the company consider employing?
|
a. |
Recruiting and hiring the best sales talent. |
|
b. |
Moving from a salary to a commission compensation structure. |
|
c. |
Separating the selling function from the marketing function. |
|
d. |
Retraining the sales force to focus on profitability and market share growth through price-cutting. |
|
e. |
Developing a more efficient production system to lower costs. |
ANS: A PTS: 1 DIF: Medium REF: p. 251
OBJ: 1
8. Which of the following is not one of the sales manager “Best Practices” identified in the text?
|
a. |
Give salespeople continuous feedback. |
|
b. |
Build enthusiasm throughout the sales team. |
|
c. |
Ensure top performers are identified and compensated much better than lower performers. |
|
d. |
Emphasize continuous job improvement and career development |
|
e. |
All the above are “Best Practices”. |
ANS: C PTS: 1 DIF: Medium REF: p. 251
OBJ: 1
9. Which of the following is most accurate with respect to the relationship between sales strategy and corporate strategic decisions?
|
a. |
Strategic decisions made at the corporate level should be consistent with sales strategy decisions. |
|
b. |
Sales strategy decision making should be consistent with strategic decisions made at the corporate level. |
|
c. |
Once the front line sales managers develop their sales strategy, the organization can determine its overall operational strategy. |
|
d. |
Generally, sales managers determine sales strategy without consideration of the corporate level strategies. |
|
e. |
None of the above is accurate. |
ANS: B PTS: 1 DIF: Medium REF: p. 251
OBJ: 1
10. The classification of accounts (within a target market) into categories for the purpose of developing strategic approaches for selling to each account or account group is known as:?
|
a. |
Account targeting strategy |
|
b. |
Relationship strategy |
|
c. |
Market segmentation |
|
d. |
Target marketing |
|
e. |
None of the above |
ANS: A PTS: 1 DIF: Easy REF: p. 252
OBJ: 1
11. Who is generally responsible for developing sales strategies at the account level?
|
a. |
Sales Managers and Salespeople |
|
b. |
Chief Selling Officer. |
|
c. |
Regional Sales Managers |
|
d. |
Customer Service Manager |
|
e. |
Sales Strategy Manager |
ANS: A PTS: 1 DIF: Easy REF: p. 252
OBJ: 1
12. A firm’s sales strategy is important because it:
|
a. |
Has a major impact on the firm’s sales and profit performance. |
|
b. |
Sets the stage for higher-level strategic decision making. |
|
c. |
Influences recruitment, selection, and training of the sales force. |
|
d. |
Both a and c are correct. |
|
e. |
Both a and b are correct. |
ANS: D PTS: 1 DIF: Hard REF: p. 252
OBJ: 1
13. Which of the following best reflects an account targeting strategy?
|
a. |
A decision to build transaction-based relationships with customers. |
|
b. |
The categorization of accounts based on volume and purchase frequency. |
|
c. |
The elimination of a low-profit product from the product line. |
|
d. |
A decision to target accounts in a particular geographic region. |
|
e. |
All of the above are examples of account targeting strategies. |
ANS: B PTS: 1 DIF: Hard REF: p. 252
OBJ: 1
14. Which of the following best reflects the relationship between account targeting strategies and relationship strategies?
|
a. |
Relationship strategies provide the basis for account targeting strategies. |
|
b. |
Account targeting strategies provide the basis for relationship strategies. |
|
c. |
Relationship strategies are independent of account targeting strategies. |
|
d. |
Both a and b are correct. |
|
e. |
Both b and c are correct. |
ANS: B PTS: 1 DIF: Hard REF: p. 252
OBJ: 1
15. Natalie is a sales manager and trying to determine the best type of relationship to seek with the different account groups her company serves. Natalie should keep in mind that:
|
a. |
Most customers prefer a lower level transaction-based relationship. |
|
b. |
Most customers prefer a higher level collaborative relationship. |
|
c. |
Selling costs are increased when serving accounts with higher-level relationships. |
|
d. |
The relationship desired by the customer takes priority over the cost of serving that customer. |
|
e. |
Natalie needs to keep each of the above in mind. |
ANS: C PTS: 1 DIF: Hard REF: p. 252
OBJ: 1
16. Jennifer has finished establishing relationship strategies for the account groups her sales team serves. She should now focus on developing:
|
a. |
Account targeting strategies. |
|
b. |
Sales call strategies for each account. |
|
c. |
Selling strategies for each relationship strategy. |
|
d. |
A strategic prospecting plan. |
|
e. |
Her sales team. |
ANS: C PTS: 1 DIF: Medium REF: p. 252
OBJ: 1
17. Strategies which focus on ensuring accounts receive the proper selling effort and coverage (e.g., the use of company sales force or independent representatives) are referred to as:
|
a. |
Account targeting strategies |
|
b. |
Selling strategies |
|
c. |
Relationship strategies |
|
d. |
Sales channel strategies |
|
e. |
None of the above are correct |
ANS: D PTS: 1 DIF: Medium REF: p. 253
OBJ: 1
18. The “consultative” selling strategy is most appropriate when following a ________ relationship strategy.
|
a. |
Transaction |
|
b. |
Collaborative |
|
c. |
Solutions |
|
d. |
Partnership |
|
e. |
Both B and D are correct |
ANS: E PTS: 1 DIF: Medium REF: p. 253
OBJ: 1
19. With respect to selling strategies, which of the following is most accurate?
|
a. |
Achieving the desired type of relationship (with a customer) in a productive manner requires using different selling strategies. |
|
b. |
Customers generally prefer consultative relationships. |
|
c. |
The cost of establishing and maintaining a relationship isn’t an important factor. |
|
d. |
Selling strategies designed to establish and maintain transaction-based relationships are more profitable than other selling strategies. |
|
e. |
Selling strategies focusing on maximizing profit in the short-run are more important than those that don’t. |
ANS: A PTS: 1 DIF: Hard REF: p. 253
OBJ: 1
20. Independent sales representatives are generally referred to as?
|
a. |
Manufacturer representatives |
|
b. |
The company’s sales force |
|
c. |
Detailers |
|
d. |
The temporary sales force |
|
e. |
Any of the above. |
ANS: A PTS: 1 DIF: Easy REF: p. 253
OBJ: 1
21. Bill is employing a mental states selling strategy for one of his account groups. It’s most likely Bill is seeking a ___________ relationship with these customers.
|
a. |
Collaborative |
|
b. |
Consultative |
|
c. |
Transaction-based |
|
d. |
Partnership |
|
e. |
Multipoint |
ANS: C PTS: 1 DIF: Medium REF: p. 253
OBJ: 1
22. The number of individuals who report to each sales manager is called the:
|
a. |
Span of control. |
|
b. |
Sales force. |
|
c. |
Sales force allocation. |
|
d. |
Sales work force. |
|
e. |
Sales Management Employee Domain (SMED). |
ANS: A PTS: 1 DIF: Easy REF: p. 254
OBJ: 1
23. Sales forces in which salespeople sell only part of the product line are said to be:
|
a. |
Specialized |
|
b. |
Centralized |
|
c. |
Generalized |
|
d. |
Cross-Managed |
|
e. |
Differentiated |
ANS: A PTS: 1 DIF: Medium REF: p. 254
OBJ: 1
24. Management in organizations in which greater authority and responsibility are placed at higher management levels is said to be:
|
a. |
Specialized |
|
b. |
Centralized |
|
c. |
Vertically Stacked |
|
d. |
Cross-Managed |
|
e. |
Differentiated |
ANS: B PTS: 1 DIF: Medium REF: p. 254
OBJ: 1
25. The most widely used system for dividing responsibility is to organize the sales force on the basis of?
|
a. |
Products |
|
b. |
Markets |
|
c. |
Customers |
|
d. |
Geography |
|
e. |
None of the above |
ANS: D PTS: 1 DIF: Medium REF: p. 254
OBJ: 1
26. Steve is a salesperson who is responsible for selling only two of his company’s 15 products. Steve is working in a _____________ sales force.
|
a. |
Decentralized |
|
b. |
Centralized |
|
c. |
Specialized |
|
d. |
Geographic |
|
e. |
None of the above |
ANS: C PTS: 1 DIF: Hard REF: p. 254
OBJ: 1
27. Which of the following is not one of the sales organization alternatives discussed in the text?
|
a. |
Geographic |
|
b. |
Product |
|
c. |
Market |
|
d. |
Functional |
|
e. |
Decentralized |
ANS: E PTS: 1 DIF: Medium REF: p. 255
OBJ: 1
28. An examination of the tasks, duties, and responsibilities of the sales job is referred to as a:
|
a. |
Job analysis |
|
b. |
Job description |
|
c. |
Job qualification |
|
d. |
Job survey |
|
e. |
Job placement test |
ANS: A PTS: 1 DIF: Easy REF: p. 256
OBJ: 2
29. The collection of skills, knowledge, personal traits, aptitude and willingness to accept occupational conditions necessary to perform the job is referred to as the:
|
a. |
Job analysis |
|
b. |
Job description |
|
c. |
Job qualifications |
|
d. |
Job survey |
|
e. |
Job type |
ANS: C PTS: 1 DIF: Easy REF: p. 256
OBJ: 2
30. A written summary of a particular job is referred to as the:
|
a. |
Job analysis |
|
b. |
Job description |
|
c. |
Job qualifications |
|
d. |
Job survey |
|
e. |
Job type |
ANS: B PTS: 1 REF: p. 257 OBJ: 2
31. After reading the ______________ for an open sales position, Sandy has determined the company recruiting for that position will most likely find her to be an acceptable candidate?
|
a. |
Job analysis |
|
b. |
Job description |
|
c. |
Job qualifications |
|
d. |
Job survey |
|
e. |
Job type |
ANS: C PTS: 1 DIF: Hard REF: p. 256
OBJ: 2
32. Planning for recruitment and selection is the first step of the recruitment and selection process. The second major step is:
|
a. |
Making an offer |
|
b. |
Locating prospective candidates |
|
c. |
Conducting interviews |
|
d. |
Conducting a job analysis |
|
e. |
Listing the job qualifications |
ANS: B PTS: 1 DIF: Easy REF: p. 256
OBJ: 2
33. The third major step of the recruitment and selection process is:
|
a. |
Locating prospective candidates |
|
b. |
Conducting a job analysis |
|
c. |
Attending career fairs |
|
d. |
Writing a job description |
|
e. |
Evaluating and hiring |
ANS: E PTS: 1 REF: p. 256 OBJ: 2
34. Companies employing multiple types of assessment when evaluating job candidates may benefit from utilizing a/an:
|
a. |
Software application |
|
b. |
Web-based employment assessment protocol |
|
c. |
Assessment center |
|
d. |
Video conferencing system |
|
e. |
Resume screening tool |
ANS: C PTS: 1 DIF: Medium REF: p. 258
OBJ: 2
35. The first step of the sales training process is?
|
a. |
Set training objectives |
|
b. |
Design sales training programs |
|
c. |
Evaluate training alternatives |
|
d. |
Assess sales training needs |
|
e. |
None of the above |
ANS: D PTS: 1 DIF: Easy REF: p. 258
OBJ: 2
36. Anthony, a sales manager, is in the process of determining the extent to which the members of the sales force possess the skills, attitudes, perceptions, and behaviors required to be successful. Anthony is engaged in a/an?
|
a. |
Needs assessment |
|
b. |
Job analysis |
|
c. |
Job determination assessment |
|
d. |
Training seminar |
|
e. |
None of the above |
ANS: A PTS: 1 DIF: Easy REF: p. 258
OBJ: 2
37. With respect to the sales training process, after Brenda is done assessing the sales training needs, she should begin working on:
|
a. |
Evaluating training alternatives |
|
b. |
Performing sales training |
|
c. |
Setting training objectives |
|
d. |
Setting the sales training schedule |
|
e. |
Her computer |
ANS: C PTS: 1 DIF: Medium REF: p. 258
OBJ: 2
38. Once Marcus has completed delivery of the sales training program he needs to follow the final step of the sales training process (described in the text) which is:
|
a. |
Set training objectives |
|
b. |
Perform follow-up training |
|
c. |
Assess new training needs |
|
d. |
Conduct follow-up and evaluation |
|
e. |
Evaluate training alternatives |
ANS: D PTS: 1 DIF: Medium REF: p. 258
OBJ: 2
39. The ability to employ activities that influence others to achieve shared goals that advance the organization is referred to as:
|
a. |
Sales leadership |
|
b. |
Sales management |
|
c. |
Sales supervision |
|
d. |
Sales control |
|
e. |
None of the above |
ANS: A PTS: 1 DIF: Medium REF: p. 260
OBJ: 3
40. Managing an organization’s personal selling function to include planning, implementing, and controlling the sales management process is called:
|
a. |
Sales leadership |
|
b. |
Sales management |
|
c. |
Sales supervision |
|
d. |
Sales control |
|
e. |
None of the above |
ANS: B PTS: 1 DIF: Easy REF: p. 260
OBJ: 3
41. Intensity, direction, and persistence are generally thought to be the components of:
|
a. |
Sales leadership |
|
b. |
Sales management |
|
c. |
Sales supervision |
|
d. |
Sales control |
|
e. |
Motivation |
ANS: E PTS: 1 DIF: Medium REF: p. 261
OBJ: 3
42. Jim has four salespeople that report directly to him. Jim spends a great deal of time each month working with his salespeople in their respective territories. Jim is a:
|
a. |
Regional Sales Manager |
|
b. |
Field Sales Manager |
|
c. |
Sales Support Officer |
|
d. |
Sales Support Technician/Manager |
|
e. |
Senior Sales Training Specialist |
ANS: B PTS: 1 REF: p. 261 OBJ: 3
43. Alan is a sales manager who relies heavily on rewards and punishment to lead his salespeople. Alan would probably best be characterized as having a __________ leadership style.
|
a. |
transformational |
|
b. |
traditional |
|
c. |
non-traditional |
|
d. |
transactional |
|
e. |
coercive |
ANS: D PTS: 1 DIF: Hard REF: p. 261
OBJ: 3
44. The leadership style that concentrates on inspiring employees to engage in certain behaviors and to perform at high levels is known as the ____________ leadership style.
|
a. |
transformational |
|
b. |
traditional |
|
c. |
non-traditional |
|
d. |
transactional |
|
e. |
reward-based |
ANS: A PTS: 1 DIF: Medium REF: p. 261
OBJ: 3
45. Which of the following is not one of the sources of power described in the text?
|
a. |
The ability to provide rewards |
|
b. |
The ability to provide punishment |
|
c. |
Money |
|
d. |
Organizational structure |
|
e. |
Expertise |
ANS: C PTS: 1 DIF: Hard REF: p. 262-263
OBJ: 3
46. Jennifer is a Regional Sales Manager overseeing five districts and 30 salespeople and sales managers. When exercising her power, Jennifer should:
|
a. |
be reluctant to use any form of power. |
|
b. |
be careful not to overuse the power of position or punishment. |
|
c. |
reward all desired outcomes or behaviors. |
|
d. |
minimize the power of her subordinates. |
|
e. |
do all of the above. |
ANS: B PTS: 1 DIF: Hard REF: p. 263
OBJ: 3
47. The function of focusing on continually developing salespeople by providing feedback and serving as a role model is called?
|
a. |
Coaching |
|
b. |
Sales management |
|
c. |
Transactional leadership |
|
d. |
Transformational leadership |
|
e. |
Executive sales management |
ANS: A PTS: 1 DIF: Easy REF: p. 263
OBJ: 3
48. Which of the following is a type of reward/compensation system used to motivate and compensate salespeople?
|
a. |
Commission |
|
b. |
Salary |
|
c. |
Bonus |
|
d. |
Salary plus commission |
|
e. |
All of the above are correct |
ANS: E PTS: 1 DIF: Easy REF: p. 265
OBJ: 3
49. To be an effective coach, sales managers should do all of the following except?
|
a. |
Establish a team approach. |
|
b. |
Document corrective actions expected of salespeople. |
|
c. |
Serve as a role model. |
|
d. |
Recognize that salespeople are individuals. |
|
e. |
Communicate with each subordinate in the same way to ensure fairness. |
ANS: E PTS: 1 DIF: Hard REF: p. 263
OBJ: 3
50. An overall assessment of how well the sales organization achieved its goals and objectives is called?
|
a. |
Sales organization effectiveness |
|
b. |
Salesperson performance |
|
c. |
Sales goal congruence |
|
d. |
Holistic goal performance |
|
e. |
None of the above |
ANS: A PTS: 1 DIF: Easy REF: p. 265
OBJ: 4
51. A comprehensive systematic approach for evaluating sales organization effectiveness, which provides management with diagnostic as well as prescriptive information, is called?
|
a. |
Sales organization effectiveness |
|
b. |
Salesperson performance |
|
c. |
Sales goal congruence |
|
d. |
Holistic goal performance |
|
e. |
Sales organization audit |
ANS: E PTS: 1 DIF: Easy REF: p. 266 OBJ: 4
52. A ________ examines the sales organization’s past, current, and future sales performance in comparison to projections, competition, and industry sales.
|
a. |
Sales analysis |
|
b. |
Salesperson audit |
|
c. |
Sales projection audit |
|
d. |
Analysis of variance (ANOVA) |
|
e. |
Cost analysis |
ANS: A PTS: 1 DIF: Easy REF: p. 267
OBJ: 3
53. How well salespeople perform the activities necessary to carry out their sales responsibilities as well as their results and contributions to organizational objectives is known as?
|
a. |
Sales organization effectiveness |
|
b. |
Salesperson performance |
|
c. |
Sales goal congruence |
|
d. |
Holistic goal performance |
|
e. |
None of the above |
ANS: B PTS: 1 DIF: Medium REF: p. 265
OBJ: 4
54. Which of the following is not one of the four key decision associated with conducting a sales analysis?
|
a. |
Unit of analysis |
|
b. |
Production cost analysis |
|
c. |
Type of sales |
|
d. |
Method of analysis |
|
e. |
Organization level of analysis |
ANS: B PTS: 1 DIF: Hard REF: p. 266
OBJ: 4
55. Tim has decided to conduct a sales analysis. He will be examining unit sales by district for each distribution channel. The one key decision regarding the sales analysis Tim still needs to make is _______?
|
a. |
Unit of analysis |
|
b. |
Production cost analysis |
|
c. |
Type of sales |
|
d. |
Method of analysis |
|
e. |
Organization level of analysis |
ANS: D PTS: 1 DIF: Hard REF: p. 266
OBJ: 4
56. Sharon has decided to conduct a sales analysis. She will be examining unit sales by district in the current period to unit sales by district in the previous period. The one key decision regarding the sales analysis Sharon still needs to make is _______?
|
a. |
Unit of analysis |
|
b. |
Production cost analysis |
|
c. |
Type of sales |
|
d. |
Method of analysis |
|
e. |
Organization level of analysis |
ANS: C PTS: 1 DIF: Hard REF: p. 266
OBJ: 4
57. A ________ assesses costs the sales organization incurs in the process of generating sales by comparing incurred costs with the planned costs in sales budgets.
|
a. |
Sales analysis |
|
b. |
Salesperson audit |
|
c. |
Sales projection audit |
|
d. |
Analysis of variance (ANOVA) |
|
e. |
Cost analysis |
ANS: E PTS: 1 DIF: Easy REF: p. 268
OBJ: 3
58. ________ evaluates the results from combining sales and cost data to identify and assess sales organization profitability.
|
a. |
Sales analysis |
|
b. |
Profitability analysis |
|
c. |
Sales projection audit |
|
d. |
Opportunity analysis |
|
e. |
Cost analysis |
ANS: B PTS: 1 DIF: Easy REF: p. 268
OBJ: 4
59. LaTosha is a salesperson in the performance assessment process. She is receiving feedback from her sales manager, sales support personnel, and her customers. This type of assessment is called?
|
a. |
Standard Performance Assessment |
|
b. |
Circle to Center Assessment |
|
c. |
360-Degree Feedback |
|
d. |
G.E. Sales Assessment |
|
e. |
None of the above |
ANS: C PTS: 1 DIF: Easy REF: p. 268
OBJ: 4
60. Which of the following are the two types/categories of salesperson performance criteria?
|
a. |
Behavioral and Non-Behavioral |
|
b. |
Behavioral and Outcome |
|
c. |
Outcome and Income |
|
d. |
Measured and Non-measured |
|
e. |
Real and Imagined |
ANS: B PTS: 1 DIF: Easy REF: p. 270
OBJ: 4
61. Performance assessments that focus evaluating the actual sales results salespeople achieve are referred to as ______________.
|
a. |
Behavioral-based |
|
b. |
Outcome-based |
|
c. |
Measured |
|
d. |
Non-measured |
|
e. |
Real |
ANS: B PTS: 1 DIF: Easy REF: p. 270
OBJ: 4
62. ________ evaluations assess the activities salespeople perform in the generation of sales and in completing non-selling responsibilities.
|
a. |
Behavioral-based |
|
b. |
Outcome-based |
|
c. |
Measured |
|
d. |
Non-measured |
|
e. |
Real |
ANS: A PTS: 1 DIF: Easy REF: p. 270
OBJ: 4
63. ________ evaluations link outcome-based measures to behavior-based measures.
|
a. |
Outcome adjusted behavioral-based |
|
b. |
Behavior adjusted outcome-based |
|
c. |
Behaviorally anchored rating scales (BARS) |
|
d. |
G.E. Sales Assessment |
|
e. |
Exo-Endo |
ANS: C PTS: 1 DIF: Easy REF: p. 270
OBJ: 4
64. ____________ refers to the use of customer driven processes enabled by the latest web technology to co-create value with customers.
|
a. |
Customer Relationship Management (CRM) |
|
b. |
Sales 2.0 |
|
c. |
Web 2.0 |
|
d. |
E-commerce |
|
e. |
Social Networking |
ANS: B PTS: 1 DIF: Easy REF: p. 271
OBJ: 5
65. ____________ refers to the ability to create, access, and interact with networks of contacts electronically.
|
a. |
Customer Relationship Management (CRM) |
|
b. |
Sales 2.0 |
|
c. |
Web 2.0 |
|
d. |
E-commerce |
|
e. |
Social Networking |
ANS: E PTS: 1 DIF: Easy REF: p. 272
OBJ: 5
66. Dana is looking for a software application that will allow her sales organization to collect, manage, and utilize information about its customers in an effort to improve customer relationships and sales productivity. Dana should be looking for a _____________________ application.
|
a. |
Sales Force Automation (SFA) |
|
b. |
Sales Productivity Enhancement (SPE) |
|
c. |
Customer Relationship Management (CRM) |
|
d. |
Consumer Relationship Management (CRM) |
|
e. |
Real-Time Sales Performance Management (RTSPM) |
ANS: C PTS: 1 DIF: Easy REF: p. 271
OBJ: 5
67. Andrew uses a combination of software, content, and communications tools that can be accessed from many different devices to help him achieve his sales objectives. Andrew is taking advantage of __________________.
|
a. |
Social networking |
|
b. |
Cloud computing |
|
c. |
Sales Productivity Enhancement (SPE) |
|
d. |
Consumer Relationship Management (CRM) |
|
e. |
Multi-Tier Technology Tools (MTTT) |
ANS: B PTS: 1 DIF: Medium REF: p. 271
OBJ: 5
TRUE/FALSE
1. The first step of the sales management process is “directing the sales force”.
ANS: F PTS: 1 DIF: Easy REF: p. 250
OBJ: 1
2. Sales managers must have a deep understanding of the personal selling function in order to manage the sales management process.
ANS: T PTS: 1 DIF: Easy REF: p. 250
OBJ: 1
3. Developing the sales force is concerned with getting the best sales talent and providing them with the knowledge and skills to be successful.
ANS: T PTS: 1 DIF: Easy REF: p. 250
OBJ: 1
4. Before Jim, a sales manager, can begin thinking about “developing the sales force,” he needs to first define the strategic role of the selling function.
ANS: T PTS: 1 DIF: Easy REF: p. 250
OBJ: 1
5. Determining sales force effectiveness and performance is the first step of the sales management process.
ANS: F PTS: 1 DIF: Easy REF: p. 250
OBJ: 1
6. Generally speaking, District Managers would report directly to Field Sales Managers.
ANS: F PTS: 1 DIF: Easy REF: p. 251
OBJ: 1
7. Training and coaching the right skill sets is a sales management “best practice.”
ANS: T PTS: 1 DIF: Easy REF: p. 251
OBJ: 1
8. Giving salespeople continuous feedback in a positive manner is a sales management “best practice.”
ANS: T PTS: 1 DIF: Easy REF: p. 251
OBJ: 1
9. Giving salespeople sporadic feedback in both a positive and negative manner is a sales management “best practice.”
ANS: F PTS: 1 DIF: Easy REF: p. 251
OBJ: 1
10. Successfully executing a specific relationship strategy requires a unique selling strategy.
ANS: T PTS: 1 DIF: Medium REF: p. 252
OBJ: 1
11. Sales managers should develop one or more relationship strategies before setting the corresponding selling strategies.
ANS: T PTS: 1 DIF: Medium REF: p. 252
OBJ: 1
12. Sales managers should develop one or more selling strategies before setting the corresponding relationship strategies.
ANS: F PTS: 1 DIF: Medium REF: p. 252
OBJ: 1
13. Developing an account targeting strategy involves classifying accounts into categories.
ANS: T PTS: 1 DIF: Medium REF: p. 252
OBJ: 1
14. Susan is classifying her accounts into categories so that she can develop the appropriate relationship strategy for each category. Susan is working on her account targeting strategy.
ANS: T PTS: 1 DIF: Hard REF: p. 252
OBJ: 1
15. Susan is classifying her accounts into categories so that she can develop the appropriate relationship strategy for each category. Susan is working on her selling strategy.
ANS: F PTS: 1 DIF: Hard REF: p. 252
OBJ: 1
16. The objective of a sales channel strategy is to ensure accounts receive proper selling effort and coverage.
ANS: T PTS: 1 DIF: Hard REF: p. 253
OBJ: 1
17. Manufacturer representatives are employees of the company that manufactures the products they sell.
ANS: F PTS: 1 DIF: Easy REF: p. 253
OBJ: 1
18. The “mental states” selling approach is appropriate for implementing a collaborative relationship strategy.
ANS: F PTS: 1 DIF: Easy REF: p. 253
OBJ: 1
19. Jakeem wants to implement a collaborative relationship strategy. He should employ a “collaborative” selling approach.
ANS: T PTS: 1 DIF: Medium REF: p. 253
OBJ: 1
20. According to the text, the use of team selling is increasing in many firms.
ANS: T PTS: 1 DIF: Medium REF: p. 253
OBJ: 1
21. As a manufacturer representative, Susan sells products manufactured by other companies.
ANS: T PTS: 1 DIF: Easy REF: p. 253
OBJ: 1
22. Independent representative is another name for a manufacturer representative.
ANS: T PTS: 1 DIF: Easy REF: p. 253
OBJ: 1
23. Span of control refers to the number of individuals who report to each sales manager.
ANS: T PTS: 1 DIF: Easy REF: p. 254
OBJ: 1
24. Connie sells all of her company’s 20 products. Her company’s sales structure is highly specialized.
ANS: F PTS: 1 DIF: Easy REF: p. 254
OBJ: 1
25. When building a sales team that encourages the development of relationships with customers, a decentralized structure facilitates such decision making in the field.
ANS: T PTS: 1 DIF: Medium REF: p. 254
OBJ: 1
26. The most widely used system for dividing responsibility is to organize the sales force on the basis of geographic territories.
ANS: T PTS: 1 DIF: Medium REF: p. 254
OBJ: 1
27. The most widely used system for dividing responsibility is to organize the sales force by markets served.
ANS: F PTS: 1 DIF: Medium REF: p. 254
OBJ: 1
28. One of the advantages of organizing the sales force by product is management control over selling effort allocated to products.
ANS: T PTS: 1 DIF: Medium REF: p. 255
OBJ: 1
29. One of the advantages of organizing the sales force by function is efficiency in performing selling activities.
ANS: T PTS: 1 DIF: Medium REF: p. 255
OBJ: 1
30. Management control over selling effort allocated to different markets is one of the advantages of organizing the sales force by product.
ANS: F PTS: 1 DIF: Hard REF: p. 255
OBJ: 1
31. An examination of the tasks, duties, and responsibilities of the sales job is called a job analysis.
ANS: T PTS: 1 DIF: Easy REF: p. 256
OBJ: 2
32. Locating prospective candidates is the first step in the recruitment and selection process.
ANS: F PTS: 1 DIF: Easy REF: p. 256
OBJ: 2
33. Tom has just completed determining the job qualifications for a new position his company has open. His next step is to conduct a job analysis of that position.
ANS: F PTS: 1 DIF: Hard REF: p. 256
OBJ: 2
34. Planning for recruitment and selection is the first step in the recruitment and selection process.
ANS: T PTS: 1 DIF: Easy REF: p. 256
OBJ: 2
35. Generally, a job description is written before a list of the job qualifications.
ANS: F PTS: 1 DIF: Hard REF: p. 256
OBJ: 2
36. Career fairs are common internal sources of job candidates used to fill open positions.
ANS: F PTS: 1 DIF: Medium REF: p. 257
OBJ: 2
37. Career fairs are common external sources of job candidates used to fill open positions.
ANS: T PTS: 1 DIF: Easy REF: p. 257
OBJ: 2
38. Having employees refer sales candidates can be a very effective means of locating quality salespeople.
ANS: T PTS: 1 DIF: Easy REF: p. 257
OBJ: 2
39. The final step in the recruitment and selection process is evaluating and hiring.
ANS: T PTS: 1 DIF: Easy REF: p. 257
OBJ: 2
40. Private employment agencies will help located candidates for a fee, typically 15-25 percent of the first year’s earnings.
ANS: T PTS: 1 DIF: Hard REF: p. 257
OBJ: 2
41. Most companies hiring college graduates no longer use job applications, they rely on resumes for the information they need.
ANS: F PTS: 1 DIF: Medium REF: p. 257
OBJ: 2
42. Bill is applying for a sales position and is asked to complete several different types of assessments. He may be asked to go to an assessment center to complete the assessments.
ANS: T PTS: 1 DIF: Easy REF: p. 258
OBJ: 2
43. Sandy, a Regional Sales Manager wants to develop and implement a sales training program. Her first step in the sales training process should be to asses sales training needs.
ANS: T PTS: 1 DIF: Easy REF: p. 258
OBJ: 2
44. Sandy, a Regional Sales Manager wants to develop and implement a sales training program. Her first step in the sales training process should be to set training objectives.
ANS: F PTS: 1 DIF: Medium REF: p. 258
OBJ: 2
45. A needs assessment involves determining the extent to which the members of the sales force possess the desired skills, attitudes, perceptions, and behaviors.
ANS: T PTS: 1 DIF: Easy REF: p. 258
OBJ: 2
46. Tim has just completed setting the sales training objectives. He should now focus on evaluating sales training alternatives.
ANS: T PTS: 1 DIF: Medium REF: p. 258
OBJ: 2
47. Once the sales training alternatives are evaluated, sales training objectives should be set.
ANS: F PTS: 1 DIF: Medium REF: p. 258
OBJ: 2
48. Sales leadership and sales management are essentially the same thing.
ANS: F PTS: 1 DIF: Medium REF: p. 260
OBJ: 3
49. In order to have effective sales leadership skills, one must be a sales manager.
ANS: F PTS: 1 DIF: Medium REF: p. 260
OBJ: 3
50. Field sales managers have multiple lower-level sales managers reporting to them.
ANS: F PTS: 1 DIF: Easy REF: p. 261
OBJ: 3
51. Motivation is a function of persistence, direction, and intensity.
ANS: T PTS: 1 DIF: Medium REF: p. 261
OBJ: 3
52. It’s possible for a salesperson who is persistent to not have a lot of motivation.
ANS: T PTS: 1 DIF: Hard REF: p. 261
OBJ: 3
53. The two broad categories of leadership styles are transactional and transformational.
ANS: T PTS: 1 DIF: Medium REF: p. 261
OBJ: 3
54. Brandi is a sales manager focusing on outcomes. She motivates her salespeople by offering rewards for good performance and threatening punishments for poor performance. Sandy has a transformational leadership style.
ANS: F PTS: 1 DIF: Medium REF: p. 261
OBJ: 3
55. Brandi is a sales manager focusing on outcomes. She motivates her salespeople by offering rewards for good performance and threatening punishments for poor performance. Sandy has a transactional leadership style.
ANS: T PTS: 1 DIF: Medium REF: p. 261
OBJ: 3
56. Sales leadership that focuses on the relationship between the sales manager and each individual salesperson within the work unit is referred to as Leader-Member Exchange (LMX).
ANS: T PTS: 1 DIF: Medium REF: p. 262
OBJ: 3
57. The ability to punish is a source of power.
ANS: T PTS: 1 DIF: Easy REF: p. 262
OBJ: 3
58. Because they are not managers, salespeople can never possess any real power.
ANS: F PTS: 1 DIF: Hard REF: p. 263
OBJ: 3
59. Good sales managers should be reluctant to use one or more sources of power.
ANS: F PTS: 1 DIF: Medium REF: p. 263
OBJ: 3
60. Good sales managers reward all desired job outcomes or behaviors.
ANS: F PTS: 1 DIF: Medium REF: p. 263
OBJ: 3
61. Sales managers are almost always good at coaching their salespeople.
ANS: F PTS: 1 DIF: Medium REF: p. 263
OBJ: 3
62. To be an effective coach, sales managers should encourage salespeople to evaluate themselves.
ANS: T PTS: 1 DIF: Easy REF: p. 263
OBJ: 3
63. Most sales organizations compensate salespeople with a combination of salary and commission.
ANS: T PTS: 1 DIF: Medium REF: p. 265
OBJ: 3
64. Sales organization effectiveness is an overall assessment of how well the sales organization achieved its goals and objectives.
ANS: T PTS: 1 DIF: Easy REF: p. 265
OBJ: 4
65. A sales organization audit is a systematic approach for evaluating sales organization effectiveness.
ANS: T PTS: 1 DIF: Easy REF: p. 266
OBJ: 4
66. Before conducting a sales analysis, a sales manager must specify the organizational level of analysis.
ANS: T PTS: 1 DIF: Medium REF: p. 266
OBJ: 4
67. The disadvantage of the sales organization audit is that it fails to identify the causes of problems identified through the process.
ANS: F PTS: 1 DIF: Medium REF: p. 266
OBJ: 4
68. Sales organization audits analyze the sales organization environment.
ANS: T PTS: 1 DIF: Medium REF: p. 266
OBJ: 4
69. Audits are best conducted by people inside the organization because they know and understand the sales force.
ANS: F PTS: 1 DIF: Hard REF: p. 267
OBJ: 4
70. A sales analysis is another name for a cost analysis.
ANS: F PTS: 1 DIF: Easy REF: p. 267
OBJ: 4
71. A sales analysis examines (estimated) future sales performance.
ANS: T PTS: 1 DIF: Medium REF: p. 268 OBJ: 4
72. A growing trend in evaluating salesperson performance is the use of 360-degree feedback.
ANS: T PTS: 1 DIF: Medium REF: p. 268
OBJ: 4
73. “Performance management” and “360-degree feedback” are essentially the same.
ANS: F PTS: 1 DIF: Easy REF: p. 268
OBJ: 4
74. Bill evaluates his salespeople by working with them to review previous goals and setting new ones. This evaluation method is known as “performance management.”
ANS: T PTS: 1 DIF: Hard REF: p. 268
OBJ: 4
75. Behavior-based evaluation methods include measuring the extent to which the salesperson made quota.
ANS: F PTS: 1 DIF: Easy REF: p. 270
OBJ: 4
76. The primary disadvantage of behaviorally anchored rating scales (BARS) is that they fail to include outcomes.
ANS: F PTS: 1 DIF: Easy REF: p. 270
OBJ: 4
77. Under an outcome-based evaluation system, Susan (a salesperson) will likely be measured on how her actual sales compare to her sales quota.
ANS: T PTS: 1 DIF: Medium REF: p. 270
78. Validity refers to the evaluation measures stability over time and internal consistency.
ANS: F PTS: 1 DIF: Hard REF: p. 270
OBJ: 4
79. Reliability refers to the evaluation measures stability over time and internal consistency.
ANS: T PTS: 1 DIF: Hard REF: p. 270
OBJ: 4
80. When developing a performance evaluation method, Karen (VP of Sales) should make sure the method is flexible enough to be different for each individual salesperson.
ANS: F PTS: 1 DIF: Hard REF: p. 270
OBJ: 4
81. Developing a method of performance evaluation is time consuming but easy.
ANS: F PTS: 1 DIF: Easy REF: p. 271
OBJ: 4
82. Sales 2.0 incorporates customer-driven processes.
ANS: T PTS: 1 DIF: Easy REF: p. 271
OBJ: 5
83. CRM stands for Corporate Relationship Management.
ANS: F PTS: 1 DIF: Easy REF: p. 271
OBJ: 5
84. Jerome is looking to integrate customer-driven processes into his information system so that he can work with his customers to co-create value. Jerome should be looking at Sales 2.0 technology.
ANS: T PTS: 1 DIF: Medium REF: p. 271
OBJ: 5
85. Social networking is great for personal relationships but is generally thought of as unprofessional in when used in a b2b context.
ANS: F PTS: 1 DIF: Easy REF: p. 272
OBJ: 5
86. One of the goals of cloud computing is to make information available from a variety of communication devices.
ANS: T PTS: 1 DIF: Easy REF: p. 272
OBJ: 5
COMPLETION
1. Managing an organizations personal selling function to include planning, implementing, and controlling the sales management process is called _____________________.
ANS: Sales Management
PTS: 1 DIF: Medium REF: p. 250 OBJ: 1
2. The classification of accounts within the target market into categories for the purpose of developing strategic approaches for selling each account or account group is called ______________.
ANS: Account Targeting Strategy
PTS: 1 DIF: Hard REF: p. 252 OBJ: 1
3. _______________ refers to determination of the type of relationship to be developed with different account groups.
ANS: Relationship Strategy
PTS: 1 DIF: Medium REF: p. 252 OBJ: 1
4. ______________ involves the planning of sales messages and interactions with customers (by group, by customer, or specific customer encounters.
ANS: Selling strategy
PTS: 1 DIF: Medium REF: p. 252 OBJ: 1
5. The use of multiple-person sales teams in dealing with multiple-person customer buying centers is referred to as _________________.
ANS: Team Selling
PTS: 1 DIF: Medium REF: p. 253 OBJ: 1
6. Independence sales organizations that sell complementary, but not computing, products and different manufacturers are called _______________________.
ANS: Manufacturer Representatives
PTS: 1 DIF: Easy REF: p. 253 OBJ: 1
7. The number of individuals reported each sales manager is called ________of control.
ANS: Span
PTS: 1 DIF: Medium REF: p. 254 OBJ: 1
8. The ____________ focused organizational structure has as its disadvantages high cost, geographic duplication, and customer duplication.
ANS: Product
PTS: 1 DIF: Hard REF: p. 255 OBJ: 1
9. Job __________ is an examination of the tasks, duties, and responsibilities of the sales job.
ANS: Analysis
PTS: 1 DIF: Medium REF: p. 256 OBJ: 2
10. The first stage of the recruitment and selection process is __________________ for recruitment and selection.
ANS: Planning
PTS: 1 DIF: Easy REF: p. 256 OBJ: 2
11. The second stage of the recruitment and selection process is ___________ prospective candidates.
ANS: Locating
PTS: 1 DIF: Medium REF: p. 256 OBJ: 2
12. The third step of the recruitment and selection process is ___________ and hiring.
ANS: Evaluation (Selection)
PTS: 1 DIF: Medium REF: p. 256 OBJ: 2
13. _____________is a written summary of the job.
ANS: Job Description
PTS: 1 DIF: Easy REF: p. 257 OBJ: 2
14. ____________indicate the attitude, skills, knowledge, personal traits, and willingness to accept occupational conditions to perform the job.
ANS: Job Qualifications
PTS: 1 DIF: Medium REF: p. 256 OBJ: 2
15. The first step in the sales training process is to assess ________________________.
ANS: Sales Training Needs
PTS: 1 DIF: Medium REF: p. 258 OBJ: 2
16. Sales ___________refers to activities that influence others to achieve shared goals to advance the organization.
ANS: Leadership
PTS: 1 DIF: Medium REF: p. 260 OBJ: 3
17. Sales ___________refers to planning, implementing, and controlling the sales and sales management process.
ANS: Management
PTS: 1 DIF: Easy REF: p. 260 OBJ: 3
18. Sales ____________ refers to sales managers working with subordinates, including salespeople and sales staff, on an ongoing basis.
ANS: Supervision
PTS: 1 DIF: Medium REF: p. 260 OBJ: 3
19. Motivation is comprised of three dimensions: ______________, ______________, and _____________.
ANS: Intensity, Persistence, Direction
PTS: 1 DIF: Hard REF: p. 261 OBJ: 3
20. ___________ style refers to a general orientation applied to leadership activities. Two well-known categories of this are transactional and transformational.
ANS: Leadership
PTS: 1 DIF: Medium REF: p. 261 OBJ: 3
21. Sales managers’ ability to focus on continual development of salespeople through provision of feedback and serving as a role model is referred to as ________________.
ANS: Coaching
PTS: 1 DIF: Medium REF: p. 263 OBJ: 3
22. Sales organization _________________ is an overall assessment of how well the sales organization achieved its goals and objectives.
ANS: Effectiveness
PTS: 1 DIF: Medium REF: p. 265 OBJ: 4
23. A sales organization ______________ is a comprehensive, systematic approach for evaluating sales organization effectiveness, which provides management diagnostic as well as prescriptive information.
ANS: Audit
PTS: 1 DIF: Medium REF: p. 266 OBJ: 4
24. ________ analysis examines the sales organization’s past, current, and future sales performance in comparison to projections, competition, and industry sales.
ANS: Sales
PTS: 1 DIF: Easy REF: p. 268 OBJ: 4
25. ________analysis assess costs the sales organization incurs in the process of generating sales by comparing incurred costs with planed costs and sales budgets.
ANS: Cost
PTS: 1 DIF: Easy REF: p. 269 OBJ: 4
26. ________ analysis evaluates the results from combining sales and cost data to identify and assess sales organization profitability.
ANS: Profitability
PTS: 1 DIF: Easy REF: p. 269 OBJ: 4
27. __________________ involves performance assessment of a salesperson for multiple sources having a relationship with the salesperson (i.e., customers, managers, and staff).
ANS: 360-Degree Feedback
PTS: 1 DIF: Medium REF: p. 269 OBJ: 4
28. _________________rating scales is a performance evaluation method with the ability to link salesperson behaviors with specific outcomes and allow managers to indicate the level of behavior a specific salesperson is achieved.
ANS: Behaviorally Anchored
PTS: 1 DIF: Hard REF: p. 270 OBJ: 4
29. ___________ assess is the extent to which a measure is stable over time and exhibits the internal consistency.
ANS: Reliability
PTS: 1 DIF: Hard REF: p. 270 OBJ: 4
30. ___________assess is the extent to which measures provide accurate assessments of the criteria they are intended to measure.
ANS: Validity
PTS: 1 DIF: Hard REF: p. 270 OBJ: 4
31. The use of customer-driven processes enabled by the latest Web technology to co-create value with customers is referred to as __________________.
ANS: Sales 2.0
PTS: 1 DIF: Medium REF: p. 271 OBJ: 5
32. CRM stands for __________________________________________.
ANS: Customer Relationship Management
PTS: 1 DIF: Easy REF: p. 271 OBJ: 5
33. ______________ refers to combining applications, communications, and content into one digital “cloud” that can be easily accessed from many different devices.
ANS: Cloud Computing
PTS: 1 DIF: Easy REF: p. 271 OBJ: 5
