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Chapter 1 – Introduction to Sales Management in the Twenty-First Century 1-1 Chapter 1 Introduction to Sales Management in the Twenty-First Century Learning Objectives for Chapter 1 • Identify and discuss key trends affecting sales organizations and sales managers today. […]

Chapter 10 – Sales Training: Objectives, Techniques, and Evaluation 10-1 Chapter 10 Sales Training: Objectives, Techniques, and Evaluation Learning Objectives for Chapter 10 • Identify the key issues in sales training. • Understand the objectives of sales training. • Discuss […]

Chapter 11 – Salesperson Compensation and Incentives 11-1 Chapter 11 Salesperson Compensation and Incentives Learning Objectives for Chapter 11 • Discuss the advantages and limitations of straight salary, straight commission, and combination plans. • Explain how and why a bonus […]

Chapter 11 – Salesperson Compensation and Incentives 11–15 Answers to Breakout Questions 1. Generally, a compensation plan that motivates members of a selling team should be a combination of straight salary, plus incentive pay in the form of commissions and/or […]

Chapter 12 – Cost Analysis 12-1 Chapter 12 Cost Analysis Learning Objectives for Chapter 12 • Select the appropriate cost of allocation method for various sales management situations. • Describe how such methods would be implemented. • Discuss the importance […]

Chapter 13 – Evaluating Salesperson Performance 13-1 Chapter 13 Evaluating Salesperson Performance Learning Objectives for Chapter 13 • Explain the difference between performance and effectiveness. • Identify objective measures of salesperson performance, both output and input. • Utilize ratio analysis […]

Chapter 2 – The Process of Selling and Buying 2-1 Chapter 2 The Process of Selling and Buying Learning Objectives for Chapter 2 • Recognize the key drivers of change in selling and sales management. • Understand the best practices […]

Chapter 2 – The Process of Selling and Buying 2-13 Creativity may be taught to salespeople by encouraging them to break out of their routines or to decorate their workspaces to reflect their own personality and creativity. A firm can […]

Chapter 3 – Linking Strategies and the Sales Role in the Era of CRM and Data Analytics 3-1 Chapter 3 Linking Strategies and the Sales Role in the Era of CRM and Data Analytics Learning Objectives for Chapter 3 • […]

Chapter 4 – Organizing the Sales Effort 4-1 Chapter 4 Organizing the Sales Effort Learning Objectives for Chapter 4 Organizing the sales force is one of the most important decisions made by sales management. It has significant impact on every […]

Chapter 5 – The Strategic Role of Information in Sales Management 5-1 Chapter 5 The Strategic Role of Information in Sales Management Learning Objectives for Chapter 5 Sales managers are both users and generators of information. • Discuss the differences […]

Chapter 5 – The Strategic Role of Information in Sales Management 5-13 • Use simple, straight-forward forecasting techniques. Sophisticated and complex procedures do not guarantee more accurate results. • Where possible, use personal computer, not a mainframe system. • Always […]

Chapter 6 – Salesperson Performance: Behavior, Role Perceptions, and Satisfaction 6-1 © 2016 Taylor & Francis Chapter 6 Salesperson Performance: Behavior, Role Perceptions, and Satisfaction Learning Objectives for Chapter 6 • Understand the model of salesperson performance. • Identify the […]

Chapter 7 – Salesperson Performance: Motivating the Sales Force 7-1 Chapter 7 Salesperson Performance: Motivating the Sales Force Learning Objectives for Chapter 7 • Understand the process of motivation. • Discuss the effect of personal characteristics on salesperson motivation. • […]

Chapter 8 – Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople 8-1 Chapter 8 Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople Learning Objectives for Chapter 8 • Understand the answer to the question, “Are good salespeople born […]

Chapter 9 – Sales Force Recruitment and Selection 9-1 Chapter 9 Sales Force Recruitment and Selection Learning Objectives for Chapter 9 • Understand the key issues that drive the recruitment and selection of salespeople. • Identify who is responsible for […]

Chapter 9 – Sales Force Recruitment and Selection 9-12 • Flexible in that recruiters have a variety of methods that can be changed “on the fly” when meeting with a candidate. • Considered the most effective recruiting tools in evaluating […]

1 Which of the following statements about sales programs and performance is true? (A) The sales manager must adapt his or her strategies to the existing environment rather than trying to make the environment fit the strategies (B) The sales […]

1 Most sales managers recognize that, with regard to experienced sales personnel: (A) Little effort is needed since they are experienced (B) Market dynamics allow these salespeople opportunities to control their sale techniques (C) Training is never-ending (D) Product lines […]

1 What types of sales activities and performance outcomes are most readily encouraged by compensation and incentive programs? Answer: Feedback: Compared to straight salary compensation, the following activities can be encouraged through compensation and incentives: Increased dollar volume; Increased sale […]

1 What is the Return On Assets Managed formula (ROAM)? How can the return from a given business segment be improved? Answer: Feedback: ROAM = contribution as a percentage of sales times asset turnover rate. Return can be improved by […]

1 What are the common instructions given to sales managers using evaluation forms? Answer: Feedback: Read the definitions of each trait thoroughly and carefully before rating. Guard against the common tendency to overrate. Do not let personal like or dislike […]

1 What are the seven stages of the organizational buying decision process and what are the implications for sales people at each stage? Answer: Feedback: 
(1.) Anticipation or recognition of a problem or need. For salespeople anticipating the needs or […]

1 Justine is frustrated with her company‘s inability to link production, customer service and other internal processes with her customers. Justine believes her company’s __________ are inadequate. (A) Spanning processes (B) Customer value measures (C) Strategic business units (D) Mission […]

1 Organization of the sales force by product: (A) Is not advisable for companies selling highly technical products (B) Is best used when cost is the deciding factor on which organizationally structure to use (C) Requires fewer sales management personnel […]

1 What is gamification, and what are the benefits associated with it? Answer: Feedback: Gamification is approaching other tasks and turning them into a videogame-like platform. It is becoming popular all across the fields of education and training. It is […]

1 The expectations associated with organizational citizenship behaviors are consistent with (A) Transactions selling (B) Instrumentalities (C) The Better Business Bureau (D) Relationship selling (E) Perceived role ambiguities Answer: (D) Relationship selling 2 Perceived role inaccuracy is distinguishable from the […]

1 One criticism of linking pay to financial incentives is: (A) Employees may become less interested in what they do and more interested in capturing the reward (B) Many salespeople will make too much money (C) Most salespeople are much […]

1 When asked “”What type of sales representative has a tougher time making sales?”” sales managers most frequently stated that it is salespeople who: (A) Speak too fast (B) Have heavy accents (C) Are older (D) Dress sloppily (E) Are […]

1 Tristan is assessing the relationship between variations in personal characteristics of current salespeople and variations in their performance. He will use this information in selecting criteria for new sales recruits. Tristan assumes: (A) All salespeople are equal (B) There […]