Question 1

Evaluations of sales-volume results are the most popular form of output-performance evaluation.

Accepted Answer

A) True 
 B)False

Question 2

After identifying the potential causes of poor performance, the sales manager must reprimand the salesperson.

Accepted Answer

A) True 
 B)False

Question 3

Behavioral, professional development, results and profitability criteria should be considered when evaluating salesperson performance.

Accepted Answer

A) True 
 B)False

Question 4

Many sales organizations assign weights to different performance objectives and incorporate territory data when establishing these objectives.

Accepted Answer

A) True 
 B)False

Question 5

Salespeople are not receptive to negative feedback from sales managers.

Accepted Answer

A) True 
 B)False

Question 6

Advantages of the ranking method are that it provides a standardized evaluation approach and allows discrimination in the performance of individual salespeople for each criterion.

Accepted Answer

A) True 
 B)False

Question 7

The results of salesperson-performance evaluations can be used to motivate salespeople.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following approaches to salesperson performance evaluations is false?

Accepted Answer

A)  Most sales organizations employ combinations of input and output criteria that are evaluated by quantitative and qualitative measures. 
B)  Sales organizations that set performance standards or quotas tend to enlist the aid of salespeople in establishing these objectives. 
C)  Most salesperson performance evaluations are conducted by the field sales manager who supervises the salesperson. 
D)  Most sales organizations provide salespeople with a written copy of their performance review. 
E)  Discussions of performance evaluations with salespeople are typically conducted in the field. 
A)  Most sales organizations employ combinations of input and output criteria that are evaluated by quantitative and qualitative measures. 
B)  Sales organizations that set performance standards or quotas tend to enlist the aid of salespeople in establishing these objectives. 
C)  Most salesperson performance evaluations are conducted by the field sales manager who supervises the salesperson. 
D)  Most sales organizations provide salespeople with a written copy of their performance review. 
E)  Discussions of performance evaluations with salespeople are typically conducted in the field.

Question 9

All the following are important in assigning sales quotas except

Accepted Answer

A)  the concentration of businesses within the sales representative's territory. 
B)  the geographical size of a territory. 
C)  commitment by top management to assist the sales representative. 
D)  growth of businesses within the sales representative's territory. 
E)  the complexity of products sold. 
A)  the concentration of businesses within the sales representative's territory. 
B)  the geographical size of a territory. 
C)  commitment by top management to assist the sales representative. 
D)  growth of businesses within the sales representative's territory. 
E)  the complexity of products sold.

Question 10

While other methods of performance evaluation were rated very good on job relatedness and reliability criteria, this method received a poor rating:

Accepted Answer

A)  graphic rating/checklist method. 
B)  ranking methods. 
C)  management by objectives (MBO). 
D)  behaviorally anchored rating scales (BARS). 
E)  team-evaluation consensus. 
A)  graphic rating/checklist method. 
B)  ranking methods. 
C)  management by objectives (MBO). 
D)  behaviorally anchored rating scales (BARS). 
E)  team-evaluation consensus.

Question 11

When conducting performance appraisals, which of the following may lead to a discriminatory appraisal lawsuit?

Accepted Answer

A)  Observing salespeople performing their work. 
B)  Basing the appraisal system on behaviors or results. 
C)  Conducting reviews at least once a year. 
D)  Using different rating forms for rating different salespeople. 
E)  Bringing in a third party for sensitive evaluation meetings. 
A)  Observing salespeople performing their work. 
B)  Basing the appraisal system on behaviors or results. 
C)  Conducting reviews at least once a year. 
D)  Using different rating forms for rating different salespeople. 
E)  Bringing in a third party for sensitive evaluation meetings.

Question 12

This method of salesperson performance evaluation has been described as having problems related to the "halo effect":

Accepted Answer

A)  graphic rating/checklist method. 
B)  ranking methods. 
C)  management by objectives (MBO). 
D)  behaviorally anchored rating scales (BARS). 
E)  assessment center method. 
A)  graphic rating/checklist method. 
B)  ranking methods. 
C)  management by objectives (MBO). 
D)  behaviorally anchored rating scales (BARS). 
E)  assessment center method.

Question 13

The more a salesperson-performance evaluation system is behavior-based than outcome-based, the more professionally competent the salespeople are likely to be.

Accepted Answer

A) True 
 B)False

Question 14

The appraisal of salesperson performance against previously set objectives is the final step in the behaviorally anchored rating scale (BARS) evaluation method.

Accepted Answer

A) True 
 B)False

Question 15

Most sales organizations operate at the extremes by either using an outcome-based or a behavior-based perspective in their salesperson-performance evaluations.

Accepted Answer

A) True 
 B)False

Question 16

There is a growing trend toward the use of more frequent performance reviews.

Accepted Answer

A) True 
 B)False

Question 17

According to the text, which of the following is not considered one of the factors most likely to influence a sales team's success?

Accepted Answer

A)  start-up support and training 
B)  team quotas 
C)  top management support 
D)  cross-team communication 
E)  accountability for team performance 
A)  start-up support and training 
B)  team quotas 
C)  top management support 
D)  cross-team communication 
E)  accountability for team performance

Question 18

Outcome bias occurs when the appropriateness of a decision, rather than the outcome of a decision, influences an evaluator's ratings.

Accepted Answer

A) True 
 B)False

Question 19

Research finds a positive relationship between behavior-based control and outcome performance and sales organization effectiveness.

Accepted Answer

A) True 
 B)False

Question 20

The potential cause of salesperson performance problems in meeting profitability quotas might be

Accepted Answer

A)  too little effort. 
B)  poor account coverage. 
C)  high selling expenses. 
D)  high gross margins. 
E)  poor quality of effort. 
A)  too little effort. 
B)  poor account coverage. 
C)  high selling expenses. 
D)  high gross margins. 
E)  poor quality of effort.

Evaluations of sales-volume results are the most popular form of output-performance evaluation.

After identifying the potential causes of poor performance, the sales manager must reprimand the salesperson.

Behavioral, professional development, results and profitability criteria should be considered when evaluating salesperson performance.

Many sales organizations assign weights to different performance objectives and incorporate territory data when establishing these objectives.

Salespeople are not receptive to negative feedback from sales managers.

Advantages of the ranking method are that it provides a standardized evaluation approach and allows discrimination in the performance of individual salespeople for each criterion.

The results of salesperson-performance evaluations can be used to motivate salespeople.

Which of the following approaches to salesperson performance evaluations is false?

All the following are important in assigning sales quotas except

While other methods of performance evaluation were rated very good on job relatedness and reliability criteria, this method received a poor rating:

When conducting performance appraisals, which of the following may lead to a discriminatory appraisal lawsuit?

This method of salesperson performance evaluation has been described as having problems related to the "halo effect":

The more a salesperson-performance evaluation system is behavior-based than outcome-based, the more professionally competent the salespeople are likely to be.

The appraisal of salesperson performance against previously set objectives is the final step in the behaviorally anchored rating scale (BARS) evaluation method.

Most sales organizations operate at the extremes by either using an outcome-based or a behavior-based perspective in their salesperson-performance evaluations.

There is a growing trend toward the use of more frequent performance reviews.

According to the text, which of the following is not considered one of the factors most likely to influence a sales team's success?

Outcome bias occurs when the appropriateness of a decision, rather than the outcome of a decision, influences an evaluator's ratings.

Research finds a positive relationship between behavior-based control and outcome performance and sales organization effectiveness.

The potential cause of salesperson performance problems in meeting profitability quotas might be

Overview of Personal Selling

Organizational Strategies and the Sales Function

Sales Organization Structure and Salesforce Deployment

Acquiring Sales Talent: Recruitment and Selection

Continual Development of the Salesforce:

Sales Leadership, Management, and Supervision

Motivation and Reward System Management

Evaluating the Effectiveness of the Organization

Developing Forecasts

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Exam 9: Evaluating the Performance of Salespeople

Evaluations of sales-volume results are the most popular form of output-performance evaluation.

After identifying the potential causes of poor performance, the sales manager must reprimand the salesperson.

Behavioral, professional development, results and profitability criteria should be considered when evaluating salesperson performance.

Many sales organizations assign weights to different performance objectives and incorporate territory data when establishing these objectives.

Salespeople are not receptive to negative feedback from sales managers.

Advantages of the ranking method are that it provides a standardized evaluation approach and allows discrimination in the performance of individual salespeople for each criterion.

The results of salesperson-performance evaluations can be used to motivate salespeople.

Which of the following approaches to salesperson performance evaluations is false?

All the following are important in assigning sales quotas except

While other methods of performance evaluation were rated very good on job relatedness and reliability criteria, this method received a poor rating:

When conducting performance appraisals, which of the following may lead to a discriminatory appraisal lawsuit?

This method of salesperson performance evaluation has been described as having problems related to the "halo effect":

The more a salesperson-performance evaluation system is behavior-based than outcome-based, the more professionally competent the salespeople are likely to be.

The appraisal of salesperson performance against previously set objectives is the final step in the behaviorally anchored rating scale (BARS) evaluation method.

Most sales organizations operate at the extremes by either using an outcome-based or a behavior-based perspective in their salesperson-performance evaluations.

There is a growing trend toward the use of more frequent performance reviews.

According to the text, which of the following is not considered one of the factors most likely to influence a sales team's success?

Outcome bias occurs when the appropriateness of a decision, rather than the outcome of a decision, influences an evaluator's ratings.

Research finds a positive relationship between behavior-based control and outcome performance and sales organization effectiveness.

The potential cause of salesperson performance problems in meeting profitability quotas might be

Overview of Personal Selling

Organizational Strategies and the Sales Function

Sales Organization Structure and Salesforce Deployment

Acquiring Sales Talent: Recruitment and Selection

Continual Development of the Salesforce:

Sales Leadership, Management, and Supervision

Motivation and Reward System Management

Evaluating the Effectiveness of the Organization

Developing Forecasts

Filters