Question 1

The primary disadvantage of MBO systems is that considerable time is required to fill out the necessary call reports.

Accepted Answer

A) True 
 B)False

Question 2

The sales-to-quota measure shows how well salespeople control prices and sell the right mix of products.

Accepted Answer

A) True 
 B)False

Question 3

Contribution margin minus direct fixed selling costs equals variable cost.

Accepted Answer

A) True 
 B)False

Question 4

Relative performance efficiency uses:

Accepted Answer

A)  input measures of performance. 
B)  output measures of performance. 
C)  neither input or output measures. 
D)  both input and output measures. 
E)  none of the above. Given:
  
A)  input measures of performance. 
B)  output measures of performance. 
C)  neither input or output measures. 
D)  both input and output measures. 
E)  none of the above. Given:

Question 5

A call report that shows the relationship between some predetermined plan and actual performance is an example of management by objectives.

Accepted Answer

A) True 
 B)False

Question 6

Which of the following is generally not a useful task performed by the sales manager or someone in the sales department.

Accepted Answer

A)  sales performance analysis. 
B)  cost and profit analysis of sales calls. 
C)  behavioral control analysis. 
D)  an analysis of controllable expenses. 
E)  none of the above (all are useful). 
A)  sales performance analysis. 
B)  cost and profit analysis of sales calls. 
C)  behavioral control analysis. 
D)  an analysis of controllable expenses. 
E)  none of the above (all are useful).

Question 7

Territorial sales data can seldom be a useful guide to help solve problems that lie under the surface of performance figures.

Accepted Answer

A) True 
 B)False

Question 8

An assessment of sales results is common in evaluation systems. Assume that you find that 20 percent of the territories, products, or customers produce 80 percent of the revenues. What conclusion(s) can you draw?

Accepted Answer

A)  This situation might represent a misallocation of selling effort because the concern is with the number of customers rather than the potential of each prospect. 
B)  This situation suggests that marketing efforts should be concentrated on a few customers and products. 
C)  This situation suggests that marketing efforts should be spread evenly across all areas. 
D)  Both a and b of the above. 
E)  None of the above. 
A)  This situation might represent a misallocation of selling effort because the concern is with the number of customers rather than the potential of each prospect. 
B)  This situation suggests that marketing efforts should be concentrated on a few customers and products. 
C)  This situation suggests that marketing efforts should be spread evenly across all areas. 
D)  Both a and b of the above. 
E)  None of the above.

Question 9

A salesperson with a 7% higher than average contribution margin and an average profit margin may be:

Accepted Answer

A)  trading profits for revenues. 
B)  buying customers with entertainment. 
C)  reaching a territories potential. 
D)  trying to penetrate new markets. 
E)  none of the above. 
A)  trading profits for revenues. 
B)  buying customers with entertainment. 
C)  reaching a territories potential. 
D)  trying to penetrate new markets. 
E)  none of the above.

Question 10

Which of the following is(are) (a) reasonable interpretation(s) of these data?

Accepted Answer

A)  Rosen, Jr.'s high volume is due to a large territory. 
B)  Rosen, Jr.'s high volume is due to making a large number of calls and selling small amounts to each customer. 
C)  Rosen, Jr.'s low margins are the result of price-cutting to open new accounts and boost sales. 
D)  all of the above. 
E)  none of the above. I mean, are you kidding? 
A)  Rosen, Jr.'s high volume is due to a large territory. 
B)  Rosen, Jr.'s high volume is due to making a large number of calls and selling small amounts to each customer. 
C)  Rosen, Jr.'s low margins are the result of price-cutting to open new accounts and boost sales. 
D)  all of the above. 
E)  none of the above. I mean, are you kidding?

Question 11

Your company produces ski jackets, ski gloved, and ski goggles Your sales manager hurries into your office with the year end sales figures:  
Which of the following interpretations of the data is/are not reasonable?

Accepted Answer

A)  the sales force is cutting prices of product B to boost unit volume. 
B)  the sales force is trading customers up to the most expensive version of product A. 
C)  if the market for product C is expanding, the decline in unit sales may pose a serious problem. 
D)  both a and b of the above. 
E)  none of the above. 
A)  the sales force is cutting prices of product B to boost unit volume. 
B)  the sales force is trading customers up to the most expensive version of product A. 
C)  if the market for product C is expanding, the decline in unit sales may pose a serious problem. 
D)  both a and b of the above. 
E)  none of the above.

Question 12

An assessment of sales results is usually very rare in evaluation systems.

Accepted Answer

A) True 
 B)False

Question 13

Both controllable and uncontrollable costs are figures that are directly relevant to field sales managers.

Accepted Answer

A) True 
 B)False

Question 14

One can look at sales results by breaking them out by territories.

Accepted Answer

A) True 
 B)False

Question 15

In sales analysis the iceberg principle means:

Accepted Answer

A)  you cannot evaluate most of your sales until the sale is closed. 
B)  another name for the 80-20 principle. 
C)  sales figures reveal only a little of the story. 
D)  you are competing in tough territories where evaluation may be inappropriate. 
E)  daily call reports are not going to be very reliable. 
A)  you cannot evaluate most of your sales until the sale is closed. 
B)  another name for the 80-20 principle. 
C)  sales figures reveal only a little of the story. 
D)  you are competing in tough territories where evaluation may be inappropriate. 
E)  daily call reports are not going to be very reliable.

Question 16

Sales force appraisals are important to a sales manager because they provide:

Accepted Answer

A)  evidence for disciplinary action. 
B)  opportunities to motivate salespeople 
C)  determine raises. 
D)  determine adjustments to territories. 
E)  all of the above. 
A)  evidence for disciplinary action. 
B)  opportunities to motivate salespeople 
C)  determine raises. 
D)  determine adjustments to territories. 
E)  all of the above.

Question 17

The term "buying customers" refers to excessive entertainment of the buyer in order to increase sales.

Accepted Answer

A) True 
 B)False

Question 18

The relative performance efficiency index allows sales managers to review and compare the accomplishments of their sales force along several input/output dimensions simultaneously.

Accepted Answer

A) True 
 B)False

Question 19

Each of the following is a part of the sales force evaluation model except

Accepted Answer

A)  setting goals and objectives. 
B)  designing sales plans. 
C)  measuring results against standards. 
D)  evaluating corrective actions. 
E)  Create indices of key success variables 
A)  setting goals and objectives. 
B)  designing sales plans. 
C)  measuring results against standards. 
D)  evaluating corrective actions. 
E)  Create indices of key success variables

Question 20

The first step in a sales force evaluation model is to set goals and objectives for the sales force.

Accepted Answer

A) True 
 B)False

The primary disadvantage of MBO systems is that considerable time is required to fill out the necessary call reports.

The sales-to-quota measure shows how well salespeople control prices and sell the right mix of products.

Contribution margin minus direct fixed selling costs equals variable cost.

Relative performance efficiency uses:

A call report that shows the relationship between some predetermined plan and actual performance is an example of management by objectives.

Which of the following is generally not a useful task performed by the sales manager or someone in the sales department.

Territorial sales data can seldom be a useful guide to help solve problems that lie under the surface of performance figures.

An assessment of sales results is common in evaluation systems. Assume that you find that 20 percent of the territories, products, or customers produce 80 percent of the revenues. What conclusion(s) can you draw?

A salesperson with a 7% higher than average contribution margin and an average profit margin may be:

Which of the following is(are) (a) reasonable interpretation(s) of these data?

Your company produces ski jackets, ski gloved, and ski goggles Your sales manager hurries into your office with the year end sales figures: Which of the following interpretations of the data is/are not reasonable?

An assessment of sales results is usually very rare in evaluation systems.

Both controllable and uncontrollable costs are figures that are directly relevant to field sales managers.

One can look at sales results by breaking them out by territories.

In sales analysis the iceberg principle means:

Sales force appraisals are important to a sales manager because they provide:

The term "buying customers" refers to excessive entertainment of the buyer in order to increase sales.

The relative performance efficiency index allows sales managers to review and compare the accomplishments of their sales force along several input/output dimensions simultaneously.

Each of the following is a part of the sales force evaluation model except

The first step in a sales force evaluation model is to set goals and objectives for the sales force.

Introduction to Selling and Sales Management

Strategy and Sales Program Planning

Sales Opportunity Management

Account Relationship Management

Customer Interaction Management

Sales Force Organization

Recruiting and Selecting Personnel

Training

Leadership

Ethical Leadership

Motivating Salespeople

Compensating Salespeople

Estimating Potentials and Forecasting Sales

Territory Design

Sales Force Investment and Budgeting

Filters

Exam 13: Evaluating Sales Force Performance

The primary disadvantage of MBO systems is that considerable time is required to fill out the necessary call reports.

The sales-to-quota measure shows how well salespeople control prices and sell the right mix of products.

Contribution margin minus direct fixed selling costs equals variable cost.

Relative performance efficiency uses:

A call report that shows the relationship between some predetermined plan and actual performance is an example of management by objectives.

Which of the following is generally not a useful task performed by the sales manager or someone in the sales department.

Territorial sales data can seldom be a useful guide to help solve problems that lie under the surface of performance figures.

An assessment of sales results is common in evaluation systems. Assume that you find that 20 percent of the territories, products, or customers produce 80 percent of the revenues. What conclusion(s) can you draw?

A salesperson with a 7% higher than average contribution margin and an average profit margin may be:

Which of the following is(are) (a) reasonable interpretation(s) of these data?

Your company produces ski jackets, ski gloved, and ski goggles Your sales manager hurries into your office with the year end sales figures: Which of the following interpretations of the data is/are not reasonable?

An assessment of sales results is usually very rare in evaluation systems.

Both controllable and uncontrollable costs are figures that are directly relevant to field sales managers.

One can look at sales results by breaking them out by territories.

In sales analysis the iceberg principle means:

Sales force appraisals are important to a sales manager because they provide:

The term "buying customers" refers to excessive entertainment of the buyer in order to increase sales.

The relative performance efficiency index allows sales managers to review and compare the accomplishments of their sales force along several input/output dimensions simultaneously.

Each of the following is a part of the sales force evaluation model except

The first step in a sales force evaluation model is to set goals and objectives for the sales force.

Introduction to Selling and Sales Management

Strategy and Sales Program Planning

Sales Opportunity Management

Account Relationship Management

Customer Interaction Management

Sales Force Organization

Recruiting and Selecting Personnel

Training

Leadership

Ethical Leadership

Motivating Salespeople

Compensating Salespeople

Estimating Potentials and Forecasting Sales

Territory Design

Sales Force Investment and Budgeting

Filters