Question 1

The supervisor who holds monthly sales force meetings to explain specific goals for the future and changes in policy and procedure is exhibiting:

Accepted Answer

A)  consideration 
B)  structure 
C)  performance analysis 
D)  recognition 
E)  strategy 
A)  consideration 
B)  structure 
C)  performance analysis 
D)  recognition 
E)  strategy

Question 2

Effective sales managers set a good example and possess characteristics of both structure and consideration.

Accepted Answer

A) True 
 B)False

Question 3

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?

Accepted Answer

1.Ensure that planning sessions take pla

Question 4

Managers using rewards to motivate employees should most likely bear in mind that:

Accepted Answer

A)  short-term motivation contests should be used frequently due to their success 
B)  motivational goals should be impractical to ensure that employees work hard 
C)  rewards should be balanced out by long-term disciplinary actions 
D)  employees prefer financial rewards over non-financial rewards 
E)  not all employees value the same rewards 
A)  short-term motivation contests should be used frequently due to their success 
B)  motivational goals should be impractical to ensure that employees work hard 
C)  rewards should be balanced out by long-term disciplinary actions 
D)  employees prefer financial rewards over non-financial rewards 
E)  not all employees value the same rewards

Question 5

Which of the following would LEAST likely be an objective of a compensation plan developed for sales team members?

Accepted Answer

A)  identifying sources for hiring new salespeople 
B)  increasing sales by a specific percentage 
C)  increasing the number of sales calls 
D)  establishing new accounts 
E)  selling specific products 
A)  identifying sources for hiring new salespeople 
B)  increasing sales by a specific percentage 
C)  increasing the number of sales calls 
D)  establishing new accounts 
E)  selling specific products

Question 6

Victor Craig is sales director for a software company selling diagnostic software to automotive repair shops all across the country. He has been with the company for 14 months and manages a staff of six sales representatives. Victor also covers a four-state territory himself. On Monday the CEO of the company calls Victor into his office and states that management is dissatisfied with Victor's performance as sales director. Victor has 90 days to turn his performance around, or he will be fired.
-One sales representative complains that she never knows where she stands with Victor because he rarely provides feedback.The sales representative also indicates that Victor fails to communicate his expectations to sales team members.Victor most likely needs to work on the leadership dimension of:

Accepted Answer

A)  mentoring 
B)  motivation 
C)  organization 
D)  structure 
E)  consideration 
A)  mentoring 
B)  motivation 
C)  organization 
D)  structure 
E)  consideration

Question 7

Victor Craig is sales director for a software company selling diagnostic software to automotive repair shops all across the country. He has been with the company for 14 months and manages a staff of six sales representatives. Victor also covers a four-state territory himself. On Monday the CEO of the company calls Victor into his office and states that management is dissatisfied with Victor's performance as sales director. Victor has 90 days to turn his performance around, or he will be fired.
-Several sales representatives complain that Victor shows a lack of consideration for their ideas and feelings and treats them all like cogs. Which of the following would most likely help Victor improve his consideration skills?

Accepted Answer

A)  Make blanket policies to treat employees equally and consistently. 
B)  Take a communication skills class to learn how to read nonverbal clues. 
C)  Schedule face-to-face meetings with sales representatives on a regular basis. 
D)  Make decisions quickly and firmly to ensure the success of the entire sales team. 
E)  Make SMART goals to improve sales results and increase long-term organizational profits. 
A)  Make blanket policies to treat employees equally and consistently. 
B)  Take a communication skills class to learn how to read nonverbal clues. 
C)  Schedule face-to-face meetings with sales representatives on a regular basis. 
D)  Make decisions quickly and firmly to ensure the success of the entire sales team. 
E)  Make SMART goals to improve sales results and increase long-term organizational profits.

Question 8

The sales manager should not change the compensation plan,even if conditions in the marketplace warrant a change.

Accepted Answer

A) True 
 B)False

Question 9

Managers who use rewards as external motivators for salespeople should most likely:

Accepted Answer

A)  set goals that are realistic 
B)  set goals based only on final sales numbers 
C)  give rewards at regular intervals 
D)  give primarily financial rewards 
E)  give the same rewards to all salespeople 
A)  set goals that are realistic 
B)  set goals based only on final sales numbers 
C)  give rewards at regular intervals 
D)  give primarily financial rewards 
E)  give the same rewards to all salespeople

Question 10

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.
-During the interviewing process,Johan needs to determine if candidates have certain qualities that are necessary for sales success.Which of the following characteristics is most important for a sales job?

Accepted Answer

A)  spatial skills 
B)  physical stamina 
C)  compliance 
D)  self-motivation 
E)  cognitive ability 
A)  spatial skills 
B)  physical stamina 
C)  compliance 
D)  self-motivation 
E)  cognitive ability

Question 11

Which of the following characteristics of a sales manager provides evidence of structure?

Accepted Answer

A)  Policies and procedures are clearly defined. 
B)  Each salesperson is treated as an individual. 
C)  Efficient communication is given a high priority. 
D)  Members of the sales force receive regular recognition. 
E)  Salespeople are encouraged to solve their own problems 
A)  Policies and procedures are clearly defined. 
B)  Each salesperson is treated as an individual. 
C)  Efficient communication is given a high priority. 
D)  Members of the sales force receive regular recognition. 
E)  Salespeople are encouraged to solve their own problems

Question 12

The functions performed by sales managers include planning,recruiting,training,budgeting,developing compensation plans,and assessing sales force productivity.

Accepted Answer

A) True 
 B)False

Question 13

Which compensation plan would appeal to a salesperson who likes the idea of "pay for performance," but also likes some job security?

Accepted Answer

A)  guaranteed salary 
B)  straight salary 
C)  fixed salary plus bonus 
D)  straight commission plan 
E)  commission plan with a draw provision 
A)  guaranteed salary 
B)  straight salary 
C)  fixed salary plus bonus 
D)  straight commission plan 
E)  commission plan with a draw provision

Question 14

Most successful supervisory management personnel display two important dimensions of effective leadership: ________ and ________.

Accepted Answer

structure;

Question 15

A salesperson's performance evaluation is typically based entirely on qualitative items of measurement because quantitative criteria are viewed as unfair and subjective.

Accepted Answer

A) True 
 B)False

Question 16

What is the best suggestion for assessing sales force productivity?

Accepted Answer

A)  Recognize that frequency of sales calls is the best indicator of success. 
B)  Realize that sales call frequency must be compared to the profit earned on each account. 
C)  Recognize that assessing sales force productivity is more "art" than "science." 
D)  Compare salespeople with others on the sales force who have similarly-sized territories. 
E)  Compare a salesperson's current productivity with past productivity. 
A)  Recognize that frequency of sales calls is the best indicator of success. 
B)  Realize that sales call frequency must be compared to the profit earned on each account. 
C)  Recognize that assessing sales force productivity is more "art" than "science." 
D)  Compare salespeople with others on the sales force who have similarly-sized territories. 
E)  Compare a salesperson's current productivity with past productivity.

Question 17

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.
-Soon after receiving the promotion,Johan is approached by the administrative assistant of his former sales unit.She tells him that she wants to join his team as a sales representative.She points out that she has solid knowledge of the products and company procedures already,and that he knows that she is a hard worker.What other benefit would there be to Johan in hiring her as a sales representative?

Accepted Answer

A)  He knows that she fits into the company culture and understands its mission. 
B)  He knows that he can pay her less than someone hired from outside the company. 
C)  He has a personal friendship with her, which means he will be able to manage her better. 
D)  He knows that she is outgoing, which is the primary characteristic of a good salesperson. 
E)  He has never had a disagreement with her, so there is no reason not to hire her. 
A)  He knows that she fits into the company culture and understands its mission. 
B)  He knows that he can pay her less than someone hired from outside the company. 
C)  He has a personal friendship with her, which means he will be able to manage her better. 
D)  He knows that she is outgoing, which is the primary characteristic of a good salesperson. 
E)  He has never had a disagreement with her, so there is no reason not to hire her.

Question 18

________ is an intrinsic reward that occurs when a duty or task is performed.

Accepted Answer

The answer of ________ is an intrinsic reward that occurs...

Question 19

The sales manager who makes decisions promptly and firmly is displaying the dimension of leadership described as "structure."

Accepted Answer

A) True 
 B)False

Question 20

The sales manager who treats each member of the sales force as an individual is displaying the dimension of leadership described as "consideration."

Accepted Answer

A) True 
 B)False

The supervisor who holds monthly sales force meetings to explain specific goals for the future and changes in policy and procedure is exhibiting:

Effective sales managers set a good example and possess characteristics of both structure and consideration.

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?

Managers using rewards to motivate employees should most likely bear in mind that:

Which of the following would LEAST likely be an objective of a compensation plan developed for sales team members?

The sales manager should not change the compensation plan,even if conditions in the marketplace warrant a change.

Managers who use rewards as external motivators for salespeople should most likely:

Which of the following characteristics of a sales manager provides evidence of structure?

The functions performed by sales managers include planning,recruiting,training,budgeting,developing compensation plans,and assessing sales force productivity.

Which compensation plan would appeal to a salesperson who likes the idea of "pay for performance," but also likes some job security?

Most successful supervisory management personnel display two important dimensions of effective leadership: and .

A salesperson's performance evaluation is typically based entirely on qualitative items of measurement because quantitative criteria are viewed as unfair and subjective.

What is the best suggestion for assessing sales force productivity?

________ is an intrinsic reward that occurs when a duty or task is performed.

The sales manager who makes decisions promptly and firmly is displaying the dimension of leadership described as "structure."

The sales manager who treats each member of the sales force as an individual is displaying the dimension of leadership described as "consideration."

Relationship Selling Opportunities in the Information Economy

Evolution of Selling Models That Compliment the Marketing Concept

Ethics: the Foundation for Partnering Relationships That Create Value

Creating Value With a Relationship Strategy

Communication Styles: a Key to Adaptive Selling Today

Creating Product Solutions

Product-Selling Strategies That Add Value

The Buying Process and Buyer Behavior

Developing and Qualifying Prospects and Accounts

Approaching the Customer With Adaptive Selling

Determining Customer Needs With a Consultative Questioning Strategy

Creating Value With the Consultative Presentation

Negotiating Buyer Concerns

Adapting the Close and Confirming the Partnership

Servicing the Sale and Building the Partnership

Opportunity Management: the Key to Greater Sales Productivity

Filters

Exam 17: Management of the Sales Force

The supervisor who holds monthly sales force meetings to explain specific goals for the future and changes in policy and procedure is exhibiting:

Effective sales managers set a good example and possess characteristics of both structure and consideration.

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?

Managers using rewards to motivate employees should most likely bear in mind that:

Which of the following would LEAST likely be an objective of a compensation plan developed for sales team members?

The sales manager should not change the compensation plan,even if conditions in the marketplace warrant a change.

Managers who use rewards as external motivators for salespeople should most likely:

Which of the following characteristics of a sales manager provides evidence of structure?

The functions performed by sales managers include planning,recruiting,training,budgeting,developing compensation plans,and assessing sales force productivity.

Which compensation plan would appeal to a salesperson who likes the idea of "pay for performance," but also likes some job security?

Most successful supervisory management personnel display two important dimensions of effective leadership: ________ and ________.

A salesperson's performance evaluation is typically based entirely on qualitative items of measurement because quantitative criteria are viewed as unfair and subjective.

What is the best suggestion for assessing sales force productivity?

________ is an intrinsic reward that occurs when a duty or task is performed.

The sales manager who makes decisions promptly and firmly is displaying the dimension of leadership described as "structure."

The sales manager who treats each member of the sales force as an individual is displaying the dimension of leadership described as "consideration."

Relationship Selling Opportunities in the Information Economy

Evolution of Selling Models That Compliment the Marketing Concept

Ethics: the Foundation for Partnering Relationships That Create Value

Creating Value With a Relationship Strategy

Communication Styles: a Key to Adaptive Selling Today

Creating Product Solutions

Product-Selling Strategies That Add Value

The Buying Process and Buyer Behavior

Developing and Qualifying Prospects and Accounts

Approaching the Customer With Adaptive Selling

Determining Customer Needs With a Consultative Questioning Strategy

Creating Value With the Consultative Presentation

Negotiating Buyer Concerns

Adapting the Close and Confirming the Partnership

Servicing the Sale and Building the Partnership

Opportunity Management: the Key to Greater Sales Productivity

Filters

Most successful supervisory management personnel display two important dimensions of effective leadership: and .