Question 1

A company that has organized its sales force into telemarketers and outside field salespeople has organized by selling function.

Accepted Answer

A) True 
 B)False

Question 2

Which of the following statements about organizing the sales effort is true?

Accepted Answer

A)  Organizing the activities and management of the sales force is a major part of strategic sales planning 
B)  Sales managers need to be more reactive in restructuring sales organizations 
C)  The starting point in organizing a sales force is the organizational culture 
D)  Once a firm has a sales organizational structure in place, it should not change it 
E)  All of the above 
A)  Organizing the activities and management of the sales force is a major part of strategic sales planning 
B)  Sales managers need to be more reactive in restructuring sales organizations 
C)  The starting point in organizing a sales force is the organizational culture 
D)  Once a firm has a sales organizational structure in place, it should not change it 
E)  All of the above

Question 3

The major disadvantage of geographic sales organization is its emphasis on specialization of labor.

Accepted Answer

A) True 
 B)False

Question 4

Organizing the sales force along functional lines:

Accepted Answer

A)  Allows salespeople with different talents and abilities to perform different selling tasks 
B)  Is easy to implement 
C)  Eliminates any rivalry that might exist in a company's sales force 
D)  Makes it easy for the manager to coordinate all sales activities 
E)  Is accurately described by all of the above 
A)  Allows salespeople with different talents and abilities to perform different selling tasks 
B)  Is easy to implement 
C)  Eliminates any rivalry that might exist in a company's sales force 
D)  Makes it easy for the manager to coordinate all sales activities 
E)  Is accurately described by all of the above

Question 5

Division and specialization of labor increase productivity.

Accepted Answer

A) True 
 B)False

Question 6

A small company that manufactures paper products might choose to use a geographic organization for its sales force because:

Accepted Answer

A)  It wants to enjoy the benefits associated with division and specialization of labor 
B)  It is a low-cost method of vertically organizing a sales force 
C)  It is not concerned about the increased travel and expense time such an organization produces 
D)  Each of its salespeople can specialize in a particular product line 
E)  It is simple to implement 
A)  It wants to enjoy the benefits associated with division and specialization of labor 
B)  It is a low-cost method of vertically organizing a sales force 
C)  It is not concerned about the increased travel and expense time such an organization produces 
D)  Each of its salespeople can specialize in a particular product line 
E)  It is simple to implement

Question 7

The theory of transaction cost analysis (TCA) states that when substantial transaction-specific assets are necessary to sell a manufacturer's product, the costs of using and administering the independent agents are likely to be lower than the costs of hiring and managing a sales force.

Accepted Answer

A) True 
 B)False

Question 8

How does telemarketing fit within a sales strategy?

Accepted Answer

Telemarketing is good for pros

Question 9

Robin is looking for sales reps to sell her line of clothing. In searching for a sales rep, Robin will most likely look for someone:

Accepted Answer

A)  Who sells distinctly different product lines 
B)  Who does not sell in her targeted territories 
C)  Who is already selling in her industry 
D)  Who is selling many product lines 
E)  Who is not yet established in the industry 
A)  Who sells distinctly different product lines 
B)  Who does not sell in her targeted territories 
C)  Who is already selling in her industry 
D)  Who is selling many product lines 
E)  Who is not yet established in the industry

Question 10

Manufacturers' representatives:

Accepted Answer

A)  Take ownership of the merchandise they sell for manufacturers 
B)  Are a source of fixed costs on their principals' income statements 
C)  Do not specialize in the type of products they handle 
D)  Often carry competing lines of merchandise 
E)  Have no authority to modify their principals' instructions concerning price or terms of sale 
A)  Take ownership of the merchandise they sell for manufacturers 
B)  Are a source of fixed costs on their principals' income statements 
C)  Do not specialize in the type of products they handle 
D)  Often carry competing lines of merchandise 
E)  Have no authority to modify their principals' instructions concerning price or terms of sale

Question 11

Which of the following statements about logistical alliances is true?

Accepted Answer

A)  Logistical alliances are a variation of team selling 
B)  From a customer's point of view, logistical alliances are less convenient than placing orders through salespeople 
C)  Logistical alliances could potentially make salespeople redundant 
D)  From the customer's point of view, logistical alliances are more time consuming than placing orders through salespeople 
E)  All of the above 
A)  Logistical alliances are a variation of team selling 
B)  From a customer's point of view, logistical alliances are less convenient than placing orders through salespeople 
C)  Logistical alliances could potentially make salespeople redundant 
D)  From the customer's point of view, logistical alliances are more time consuming than placing orders through salespeople 
E)  All of the above

Question 12

Victor is considering replacing his company's independent sales representatives. He is frustrated because the reps spend little time on the many potential small accounts and provide almost no post-sale service to customers. Victor is struggling with what is called:

Accepted Answer

A)  Core dependency 
B)  Transaction cost analysis 
C)  Division of labor specialization 
D)  Co-marketing alliances 
E)  Logistical support supervision 
A)  Core dependency 
B)  Transaction cost analysis 
C)  Division of labor specialization 
D)  Co-marketing alliances 
E)  Logistical support supervision

Question 13

Which of the following is NOT one of the key building blocks to starting a sales force?

Accepted Answer

A)  Define the sales force's mission 
B)  Leverage existing organizational strengths 
C)  Allows salespeople to go find out what works 
D)  Provide support 
E)  Develop compensation plans that motivate 
A)  Define the sales force's mission 
B)  Leverage existing organizational strengths 
C)  Allows salespeople to go find out what works 
D)  Provide support 
E)  Develop compensation plans that motivate

Question 14

Organization of the sales force by customer type:

Accepted Answer

A)  Has the same disadvantages as those associated with organization by product 
B)  Allows the use of different selling approaches for different types of customers 
C)  Is a natural extension of the market concept 
D)  Should be used when a company wants to implement a market penetration strategy 
E)  Is accurately described by all of the above 
A)  Has the same disadvantages as those associated with organization by product 
B)  Allows the use of different selling approaches for different types of customers 
C)  Is a natural extension of the market concept 
D)  Should be used when a company wants to implement a market penetration strategy 
E)  Is accurately described by all of the above

Question 15

Activities that do not rely directly on the firm's core competencies or transaction-specific assets can often be performed more effectively and efficiently through outsourcing.

Accepted Answer

A) True 
 B)False

Question 16

Co-marketing alliances are often used by suppliers of components in technology industries.

Accepted Answer

A) True 
 B)False

Question 17

What are the six key building blocks for starting a sales force?

Accepted Answer

The six key building blocks are the sale

Question 18

An account executive with a global team of salespeople and support of functional resources creates multilevel selling.

Accepted Answer

A) True 
 B)False

Question 19

Why would a small firm most likely assign key accounts to top sales executives rather than set up a separate department for key accounts?

Accepted Answer

A)  Customer delight 
B)  Limited financial resources 
C)  Centralized production quality control 
D)  Selling center satisfaction 
E)  To remind executives what it is like to sell 
A)  Customer delight 
B)  Limited financial resources 
C)  Centralized production quality control 
D)  Selling center satisfaction 
E)  To remind executives what it is like to sell

Question 20

Manufacturers' representatives are intermediaries who take neither ownership nor physical possession of the goods they sell, but concentrate instead on the selling function.

Accepted Answer

A) True 
 B)False

A company that has organized its sales force into telemarketers and outside field salespeople has organized by selling function.

Which of the following statements about organizing the sales effort is true?

The major disadvantage of geographic sales organization is its emphasis on specialization of labor.

Organizing the sales force along functional lines:

Division and specialization of labor increase productivity.

A small company that manufactures paper products might choose to use a geographic organization for its sales force because:

The theory of transaction cost analysis (TCA) states that when substantial transaction-specific assets are necessary to sell a manufacturer's product, the costs of using and administering the independent agents are likely to be lower than the costs of hiring and managing a sales force.

How does telemarketing fit within a sales strategy?

Robin is looking for sales reps to sell her line of clothing. In searching for a sales rep, Robin will most likely look for someone:

Manufacturers' representatives:

Which of the following statements about logistical alliances is true?

Victor is considering replacing his company's independent sales representatives. He is frustrated because the reps spend little time on the many potential small accounts and provide almost no post-sale service to customers. Victor is struggling with what is called:

Which of the following is NOT one of the key building blocks to starting a sales force?

Organization of the sales force by customer type:

Activities that do not rely directly on the firm's core competencies or transaction-specific assets can often be performed more effectively and efficiently through outsourcing.

Co-marketing alliances are often used by suppliers of components in technology industries.

What are the six key building blocks for starting a sales force?

An account executive with a global team of salespeople and support of functional resources creates multilevel selling.

Why would a small firm most likely assign key accounts to top sales executives rather than set up a separate department for key accounts?

Manufacturers' representatives are intermediaries who take neither ownership nor physical possession of the goods they sell, but concentrate instead on the selling function.

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

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

Evaluating Salesperson Performance

Filters

Exam 4: Organizing the Sales Effort

A company that has organized its sales force into telemarketers and outside field salespeople has organized by selling function.

Which of the following statements about organizing the sales effort is true?

The major disadvantage of geographic sales organization is its emphasis on specialization of labor.

Organizing the sales force along functional lines:

Division and specialization of labor increase productivity.

A small company that manufactures paper products might choose to use a geographic organization for its sales force because:

The theory of transaction cost analysis (TCA) states that when substantial transaction-specific assets are necessary to sell a manufacturer's product, the costs of using and administering the independent agents are likely to be lower than the costs of hiring and managing a sales force.

How does telemarketing fit within a sales strategy?

Robin is looking for sales reps to sell her line of clothing. In searching for a sales rep, Robin will most likely look for someone:

Manufacturers' representatives:

Which of the following statements about logistical alliances is true?

Victor is considering replacing his company's independent sales representatives. He is frustrated because the reps spend little time on the many potential small accounts and provide almost no post-sale service to customers. Victor is struggling with what is called:

Which of the following is NOT one of the key building blocks to starting a sales force?

Organization of the sales force by customer type:

Activities that do not rely directly on the firm's core competencies or transaction-specific assets can often be performed more effectively and efficiently through outsourcing.

Co-marketing alliances are often used by suppliers of components in technology industries.

What are the six key building blocks for starting a sales force?

An account executive with a global team of salespeople and support of functional resources creates multilevel selling.

Why would a small firm most likely assign key accounts to top sales executives rather than set up a separate department for key accounts?

Manufacturers' representatives are intermediaries who take neither ownership nor physical possession of the goods they sell, but concentrate instead on the selling function.

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

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

Evaluating Salesperson Performance

Filters