Exam 17: Management of the Sales Force
Exam 1: Relationship Selling Opportunities in the Information Economy75 Questions
Exam 2: Evolution of Selling Models That Compliment the Marketing Concept77 Questions
Exam 3: Ethics: The Foundation for Partnering Relationships That Create Value75 Questions
Exam 4: Creating Value with a Relationship Strategy75 Questions
Exam 5: Communication Styles: A Key to Adaptive Selling Today75 Questions
Exam 6: Creating Product Solutions78 Questions
Exam 7: Product-Selling Strategies That Add Value75 Questions
Exam 8: The Buying Process and Buyer Behavior75 Questions
Exam 9: Developing and Qualifying Prospects and Accounts75 Questions
Exam 10: Approaching the Customer with Adaptive Selling75 Questions
Exam 11: Determining Customer Needs With a Consultative Questioning Strategy77 Questions
Exam 12: Creating Value with the Consultative Presentation75 Questions
Exam 13: Negotiating Buyer Concerns75 Questions
Exam 14: Adapting the Close and Confirming the Partnership76 Questions
Exam 15: Servicing the Sale and Building the Partnership75 Questions
Exam 16: Opportunity Management: The Key to Greater Sales Productivity75 Questions
Exam 17: Management of the Sales Force75 Questions
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________ is an interpersonal process between the sales manager and the salesperson in which the manager helps the salesperson improve performance in a specific area.
Free
(Short Answer)
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Correct Answer:
Coaching
The size of the firm should dictate the scope of the sales training program.
Free
(True/False)
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Correct Answer:
False
The process of planning,implementing,and controlling the personal selling function is called:
Free
(Multiple Choice)
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Correct Answer:
B
The first step toward identifying the type of applicant to be recruited for a sales job is to:
(Multiple Choice)
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Which of the following questions is LEAST relevant when developing a job description for a sales position?
(Multiple Choice)
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Managers using rewards to motivate employees should most likely bear in mind that:
(Multiple Choice)
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Johan Yee has been a sales representative at a medium-sized textbook publishing house for five years. He has just been promoted by the sales director of his company to sales manager of a new territory. As sales manager, he is tasked with hiring and training three new sales representatives for his team.
-After a year of managing his new team,Johan reviews the team's performance and discovers that,despite being treated equitably by him,sales representatives he hired from outside the company are vastly underperforming compared to sales representatives he hired from inside the company. What is a change Johan could make to help these underperforming sales representatives perform at the level of the other team members?
(Multiple Choice)
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The sales manager who makes decisions promptly and firmly is displaying the dimension of leadership described as"structure."
(True/False)
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A new employee should be given an orientation to the company:
(Multiple Choice)
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Paolo dos Santos,a sales manager for Paronille Corporation,provides all of his salespeople with scheduled performance appraisals. This behavior indicates that he is attempting to incorporate the dimension of:
(Multiple Choice)
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Networks of personal connections and relationships,or guanxi,are important in which of the following countries?
(Multiple Choice)
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Rosalinda Goldstein,a sales manager,is rated very low in the quality described as"structure."What steps should she take to incorporate more structure into her leadership style?
(Essay)
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The sales manager should not change the compensation plan,even if conditions in the marketplace warrant a change.
(True/False)
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Coaching focuses on helping the salesperson recognize the need to improve his or her performance and:
(Multiple Choice)
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Ken Blanchard says that the key to developing people is to:
(Multiple Choice)
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Today,selecting effective salespeople is more of a science and less of an art.
(True/False)
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In many cases,intrinsic motivators have a more lasting effect on the attitudes of salespeople than extrinsic motivators do.
(True/False)
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