Question 1

The most commonly used sales training technique is which of the following?

Accepted Answer

A)  Individual instruction 
B)  External seminars 
C)  On-the-job training 
D)  In-house classes 
E)  All of the above 
A)  Individual instruction 
B)  External seminars 
C)  On-the-job training 
D)  In-house classes 
E)  All of the above

Question 2

What is the starting point for assessing sales training needs?

Accepted Answer

The starting point i

Question 3

Which of the following is NOT a reason sales training programs fail?

Accepted Answer

A)  Too much emphasis on the currant fad 
B)  Use of ""off the shelf"" programs 
C)  Training managers first 
D)  Excessive time demands on the salespeople to practice the skill 
E)  Lack of reinforcement of the training 
A)  Too much emphasis on the currant fad 
B)  Use of ""off the shelf"" programs 
C)  Training managers first 
D)  Excessive time demands on the salespeople to practice the skill 
E)  Lack of reinforcement of the training

Question 4

Doreen is a newly hired salesperson for a garden supply distributor. To make sure her one-on-one training is effective, the sales manager who is training her should:

Accepted Answer

A)  Set pre-call objectives for Doreen 
B)  Act as an observer and provide feedback 
C)  Use coaching techniques 
D)  Encourage Doreen to rehearse her sales presentation 
E)  All of the above 
A)  Set pre-call objectives for Doreen 
B)  Act as an observer and provide feedback 
C)  Use coaching techniques 
D)  Encourage Doreen to rehearse her sales presentation 
E)  All of the above

Question 5

Recent research suggests that three-fourths of all learning at work takes place informally. To facilitate informal learning in a sales force, what can managers do?

Accepted Answer

Teaming, mentoring, peer-to-peer communi

The most commonly used sales training technique is which of the following?

What is the starting point for assessing sales training needs?

Which of the following is NOT a reason sales training programs fail?

Doreen is a newly hired salesperson for a garden supply distributor. To make sure her one-on-one training is effective, the sales manager who is training her should:

Recent research suggests that three-fourths of all learning at work takes place informally. To facilitate informal learning in a sales force, what can managers do?

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

Salesperson Compensation and Incentives Comprehensive Cases for Part Two

Cost Analysis

Evaluating Salesperson Performance

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Exam 10: Sales Training: Objectives, Techniques, and Evaluation

The most commonly used sales training technique is which of the following?

What is the starting point for assessing sales training needs?

Which of the following is NOT a reason sales training programs fail?

Doreen is a newly hired salesperson for a garden supply distributor. To make sure her one-on-one training is effective, the sales manager who is training her should:

Recent research suggests that three-fourths of all learning at work takes place informally. To facilitate informal learning in a sales force, what can managers do?

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

Salesperson Compensation and Incentives Comprehensive Cases for Part Two

Cost Analysis

Evaluating Salesperson Performance

Filters