Question 1

Cost and sales analyses for evaluating salespeople:

Accepted Answer

A)  Ignore many contributions that a salesperson might make 
B)  Inject bias into the evaluation process 
C)  Are the most common methods used by Fortune 1000 companies 
D)  Are accurately described by none of the above 
E)  Usually give the most representative indication of performance 
A)  Ignore many contributions that a salesperson might make 
B)  Inject bias into the evaluation process 
C)  Are the most common methods used by Fortune 1000 companies 
D)  Are accurately described by none of the above 
E)  Usually give the most representative indication of performance A

Question 2

If promotion and monetary rewards hinge on ratings, management can be affected by:

Accepted Answer

A)  The halo effect 
B)  Leniency 
C)  The lack of outcome focus 
D)  The central tendency 
E)  An interpersonal bias 
A)  The halo effect 
B)  Leniency 
C)  The lack of outcome focus 
D)  The central tendency 
E)  An interpersonal bias B

Question 3

In attribution theory, performance equals:

Accepted Answer

A)  ability x effort) +/- task difficulty 
B)  Task difficulty/effort 
C)  Ability x luck 
D)  Effort/ability 
E)  task difficulty x effort)/ability 
A)  ability x effort) +/- task difficulty 
B)  Task difficulty/effort 
C)  Ability x luck 
D)  Effort/ability 
E)  task difficulty x effort)/ability A

Question 4

In the most recent sales evaluation, Greg had twenty percent more sales than the next best salesperson. This is indicative of Greg's:

Accepted Answer

A)  Advertising effectiveness 
B)  Time utilization 
C)  Ability to close sales 
D)  Personality 
E)  Nonselling activities 
A)  Advertising effectiveness 
B)  Time utilization 
C)  Ability to close sales 
D)  Personality 
E)  Nonselling activities

Question 5

Which of the following is NOT an output factor used to evaluate salespeople?

Accepted Answer

A)  Number of orders 
B)  Average order size 
C)  Number of calls 
D)  Number of active accounts 
E)  Number of canceled orders 
A)  Number of orders 
B)  Average order size 
C)  Number of calls 
D)  Number of active accounts 
E)  Number of canceled orders

Question 6

Cost per call is _________.

Accepted Answer

A)  Total cost divided by number calls. 
B)  Total sales divided by number of calls. 
C)  Expenses divided by sales. 
D)  Sales divided by expenses. 
E)  None of the above. 
A)  Total cost divided by number calls. 
B)  Total sales divided by number of calls. 
C)  Expenses divided by sales. 
D)  Sales divided by expenses. 
E)  None of the above.

Question 7

A salesperson's call rate refers to the ratio of calls made to the number of sales closed.

Accepted Answer

A) True 
 B)False

Question 8

In light of attribution theory, evaluating the performance of a salesperson is all about the sales manager attributing causes of that performance.

Accepted Answer

A) True 
 B)False

Question 9

The problem of contextual or background information affecting sales performance, often ignored by sales managers is called _______________ by psychologist Fritz Heider.

Accepted Answer

A)  Quota attainment deficit 
B)  Motivation management monitoring 
C)  Fundamental attribution error 
D)  Frequency allocation factor 
E)  Attributed allocative efficiency 
A)  Quota attainment deficit 
B)  Motivation management monitoring 
C)  Fundamental attribution error 
D)  Frequency allocation factor 
E)  Attributed allocative efficiency

Question 10

Which of the following ratios does NOT reflect how well a salesperson is capturing the potential business that exists in his or her territory?

Accepted Answer

A)  Account penetration ratio 
B)  The cost per call ratio 
C)  The new account conversion ratio 
D)  The sales per account ratio 
E)  The average order size ratio 
A)  Account penetration ratio 
B)  The cost per call ratio 
C)  The new account conversion ratio 
D)  The sales per account ratio 
E)  The average order size ratio

Question 11

""Input measures"" fall under which broad category of measures firms use to evaluate salespeople?

Accepted Answer

A)  Objective measures 
B)  Subjective measures 
C)  Output measures 
D)  Output to input ratios 
E)  None of the above 
A)  Objective measures 
B)  Subjective measures 
C)  Output measures 
D)  Output to input ratios 
E)  None of the above

Question 12

The average order size ratio is also called the salesperson's batting average.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following statements about BARS (behaviorally anchored rating scale) systems is true?

Accepted Answer

A)  There are often many factors that are critical to the success of a salesperson and these are identified in the procedure for developing a BARS system 
B)  A BARS system emphasizes behavior rather than performance and effectiveness 
C)  Unlike other performance appraisal systems, a BARS system requires appropriate personnel to consider in detail the components of a salesperson's performance 
D)  One advantage of a BARS system over other performance appraisal systems is the fact that it is an inexpensive system to implement 
E)  A BARS system is a sophisticated type of merit rating form 
A)  There are often many factors that are critical to the success of a salesperson and these are identified in the procedure for developing a BARS system 
B)  A BARS system emphasizes behavior rather than performance and effectiveness 
C)  Unlike other performance appraisal systems, a BARS system requires appropriate personnel to consider in detail the components of a salesperson's performance 
D)  One advantage of a BARS system over other performance appraisal systems is the fact that it is an inexpensive system to implement 
E)  A BARS system is a sophisticated type of merit rating form

Question 14

Percentage of quota attained sales performance evaluation ignores:

Accepted Answer

A)  Probability of sales success 
B)  Profitability of sales 
C)  Cost of goods purchased 
D)  Sales force effort 
E)  Quota definition 
A)  Probability of sales success 
B)  Profitability of sales 
C)  Cost of goods purchased 
D)  Sales force effort 
E)  Quota definition

Question 15

What sales performance ratio would a manager most likely use to measure a salesperson's effectiveness in acquiring new accounts. How is this measure calculated?

Accepted Answer

One measure that could be used

Question 16

Which of the following is an example of an account development and servicing ratio that a sales manager might use to evaluate a sales representative?

Accepted Answer

A)  Sales expense ratio 
B)  Account penetration ratio 
C)  Calls per account ratio 
D)  The hit ratio 
E)  Planned call ratio 
A)  Sales expense ratio 
B)  Account penetration ratio 
C)  Calls per account ratio 
D)  The hit ratio 
E)  Planned call ratio

Question 17

Warren is evaluating his salespeople's performance and finds Fred is well below his quota. The problem could be:

Accepted Answer

A)  Fred 
B)  The quota 
C)  A change in the marketing environment 
D)  Any of the above 
E)  None of the above 
A)  Fred 
B)  The quota 
C)  A change in the marketing environment 
D)  Any of the above 
E)  None of the above

Question 18

When assessing a salesperson's division of time among sales calls, traveling, office work, and other activities, what is the assumed goal?

Accepted Answer

The assumed goal is

Question 19

Ability equals task difficulty multiplied by effort.

Accepted Answer

A) True 
 B)False

Question 20

Martin is looking at the number of sales calls, travel time and office work time of his sales force. Martin's goal in time and utilization analysis is to have salespeople:

Accepted Answer

A)  Maximize face-to-face customer time 
B)  Minimize output 
C)  Develop a CRM system to replace anchored ratings 
D)  Expedite expense maximization 
E)  All of the above 
A)  Maximize face-to-face customer time 
B)  Minimize output 
C)  Develop a CRM system to replace anchored ratings 
D)  Expedite expense maximization 
E)  All of the above

Cost and sales analyses for evaluating salespeople:

If promotion and monetary rewards hinge on ratings, management can be affected by:

In attribution theory, performance equals:

In the most recent sales evaluation, Greg had twenty percent more sales than the next best salesperson. This is indicative of Greg's:

Which of the following is NOT an output factor used to evaluate salespeople?

Cost per call is _________.

A salesperson's call rate refers to the ratio of calls made to the number of sales closed.

In light of attribution theory, evaluating the performance of a salesperson is all about the sales manager attributing causes of that performance.

The problem of contextual or background information affecting sales performance, often ignored by sales managers is called _______________ by psychologist Fritz Heider.

Which of the following ratios does NOT reflect how well a salesperson is capturing the potential business that exists in his or her territory?

""Input measures"" fall under which broad category of measures firms use to evaluate salespeople?

The average order size ratio is also called the salesperson's batting average.

Which of the following statements about BARS (behaviorally anchored rating scale) systems is true?

Percentage of quota attained sales performance evaluation ignores:

What sales performance ratio would a manager most likely use to measure a salesperson's effectiveness in acquiring new accounts. How is this measure calculated?

Which of the following is an example of an account development and servicing ratio that a sales manager might use to evaluate a sales representative?

Warren is evaluating his salespeople's performance and finds Fred is well below his quota. The problem could be:

When assessing a salesperson's division of time among sales calls, traveling, office work, and other activities, what is the assumed goal?

Ability equals task difficulty multiplied by effort.

Martin is looking at the number of sales calls, travel time and office work time of his sales force. Martin's goal in time and utilization analysis is to have salespeople:

Introduction to Sales Management in the Twenty-First Century

The Process of Selling and Buying

Linking Strategies and the Sales Role in the Era of Customer Relationship Management

Organizing the Sales Effort

The Strategic Role of Information in Sales Management Comprehensive Cases for Part One

Salesperson Performance: Behavior, Role Perceptions, and Satisfaction

Salesperson Performance: Motivating the Sales Force

Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople

Sales Force Recruitment and Selection

Sales Training: Objectives, Techniques, and Evaluation

Salesperson Compensation and Incentives Comprehensive Cases for Part Two

Cost Analysis

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Exam 13: Evaluating Salesperson Performance

Cost and sales analyses for evaluating salespeople:

If promotion and monetary rewards hinge on ratings, management can be affected by:

In attribution theory, performance equals:

In the most recent sales evaluation, Greg had twenty percent more sales than the next best salesperson. This is indicative of Greg's:

Which of the following is NOT an output factor used to evaluate salespeople?

Cost per call is _________.

A salesperson's call rate refers to the ratio of calls made to the number of sales closed.

In light of attribution theory, evaluating the performance of a salesperson is all about the sales manager attributing causes of that performance.

The problem of contextual or background information affecting sales performance, often ignored by sales managers is called _______________ by psychologist Fritz Heider.

Which of the following ratios does NOT reflect how well a salesperson is capturing the potential business that exists in his or her territory?

""Input measures"" fall under which broad category of measures firms use to evaluate salespeople?

The average order size ratio is also called the salesperson's batting average.

Which of the following statements about BARS (behaviorally anchored rating scale) systems is true?

Percentage of quota attained sales performance evaluation ignores:

What sales performance ratio would a manager most likely use to measure a salesperson's effectiveness in acquiring new accounts. How is this measure calculated?

Which of the following is an example of an account development and servicing ratio that a sales manager might use to evaluate a sales representative?

Warren is evaluating his salespeople's performance and finds Fred is well below his quota. The problem could be:

When assessing a salesperson's division of time among sales calls, traveling, office work, and other activities, what is the assumed goal?

Ability equals task difficulty multiplied by effort.

Martin is looking at the number of sales calls, travel time and office work time of his sales force. Martin's goal in time and utilization analysis is to have salespeople:

Introduction to Sales Management in the Twenty-First Century

The Process of Selling and Buying

Linking Strategies and the Sales Role in the Era of Customer Relationship Management

Organizing the Sales Effort

The Strategic Role of Information in Sales Management Comprehensive Cases for Part One

Salesperson Performance: Behavior, Role Perceptions, and Satisfaction

Salesperson Performance: Motivating the Sales Force

Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople

Sales Force Recruitment and Selection

Sales Training: Objectives, Techniques, and Evaluation

Salesperson Compensation and Incentives Comprehensive Cases for Part Two

Cost Analysis

Filters