Planning,staffing,and Training Successful Salespeople

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Questions Bank

The Life,Times,and Career of the Professional Salesperson
Relationship Marketing: Where Personal Selling Fits
Ethics First Then Customer Relationships
The Psychology of Selling: Why People Buy
Communication for Relationship Building: Its Not All Talk
Sales Knowledge: Customers,Products,technologies
Prospecting the Lifeblood of Selling
Planning the Sales Call Is a Must
Carefully Select Which Sales Presentation Method to Use
Begin Your Presentation Strategically
Elements of a Great Sales Presentation
Welcome Your Prospects Objections
Closing Begins the Relationship
Service and Follow-Up for Customer Retention
Time,Territory,and Self-Management: Keys to Success
Planning,Staffing,and Training Successful Salespeople
Motivation,Compensation,Leadership,and Evaluation of Salespeople

All Questions

Question 1

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Most sales managers focus on completing assigned tasks in an attempt to earn large commissions,but most salespeople focus on long-term objectives and organizational goals.

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Question 2

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The move from salesperson to manager involves several predictable stages,including mobilization,which is when they feel motivated to move more quickly than is sometimes good for them and the company.

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Question 3

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Steven Howard feels overwhelmed by his new job as a district sales manager.This is the first stage of transformation for someone who has just been promoted from salesperson to sales manager.

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Question 4

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During the 'searching for meanings' stage in the transformational process to managerial job,the person's concern shifts to trying to understand both how and why things are different now.

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Question 5

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A new manager will be heavily supported by his subordinates and other managers to make the initial adjustments to his new role.

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Question 6

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A manager's salary is usually related to the number of salespeople being supervised.

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Question 7

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The attainment of sales force goals in an effective manner is called sales management.

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Question 8

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The management function of directing is concerned with establishing a broad outline of goals; policies; and procedures that will result in accomplishing the firm's objectives.

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Question 9

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First-line managers spend less time directing the performance of the sales force than higher-level managers.

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Question 10

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Typically,sales goals are set slightly lower than sales forecasts.

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Question 11

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The sales force budget is the amount of money available or assigned to a sales manager for a period of time,usually one month.

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Question 12

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Organizational design is the formal,coordinated process of communication,authority,and responsibility for sales groups and individuals.

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Question 13

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Organizational structure refers to the varying relationships among jobs within the organization.

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Question 14

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Sales force staffing is the process of matching the right people to the right jobs and placing them in the right sales territory.

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Question 15

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Job specifications are formal,written statements describing the nature,requirements,and responsibilities of a specific sales position.

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Question 16

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Job descriptions include education,specific aptitudes,personality type,and experience that the organization feels are necessary for successful job performance.

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Question 17

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Employment planning refers to the allocation of sales staff to various territories and districts.

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Question 18

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Multicultural organizations typically suffer from higher levels of prejudice,discrimination,and intergroup conflict than organizations that follow cultural consistency.

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Question 19

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College recruiting is an expensive process but a major source of high-quality applicants.

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Question 20

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Caring,joy,harmony,patience,kindness,moral ethics,faithful,fair,and self-controlled are the nine characteristics of a Golden Rule salesperson.

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