Sales Management - Test 4

Front 1

TRUE or FALSE: According to the interview with Dr. Fred Hassan,Schering-Plough Primary Care each sales divisionshould focus on only one therapeutic area and not bedistracted with any other.

Back 1

FALSE

Front 2

TRUE or FALSE: According to the interview with Dr. Fred Hassan, youhave to differentiate the salesperson in the customer'smind - just like you differentiate brands.

Back 2

TRUE

Front 3

TRUE or FALSE: According to the interview with Dr. Fred Hassan,getting control of the top line is unnecessary tosucceed in the long term.

Back 3

FALSE

Front 4

TRUE or FALSE: According to the article, The Ultimately Accountable Job, acustomer champion, determines whetherthe online ordering system may require a redesign ofdirect sales strategies.

Back 4

FALSE

Front 5

TRUE or FALSE: according to the article, The Ultimately Accountable Job,a course connector collaborates with other functions toalign product development and sales strategies.

Back 5

FALSE

Front 6

TRUE or FALSE: According to the article, The Ultimately AccountableJob, a process guru ensures that sales process changesare integrated into daily sales activities.

Back 6

TRUE

Front 7

TRUE or FALSE: According to the article, The Ultimately AccountableJob, the evolving business world has forced CSOs todrop roles and avoid new ones so they can focus onONLY their core responsibility of driving top linegrowth.

Back 7

FALSE

Front 8

TRUE or FALSE: According to the article, The Ultimately AccountableJob, less than 5% of a CSO's time should be spentestablishing and communicating a clear course foraccomplishing the current year’s business plan.

Back 8

FALSE

Front 9

TRUE or FALSE: the context of article, The Ultimately AccountableJob, "CSO" stands for Chief Sales Officer

Back 9

TRUE

Front 10

According to the text, the most popular sales incentive is

• plaques/rewards.

• merchandise/gifts.

• recognition dinners.

• cash.

• leisure trips/travel.

Back 10

CASH

Front 11

___________ rewards are those that are given in returnfor acceptable performance or effort.

• Sales

• Intrinsic

• Noncompensation

• Compensatory

• Compensation

Back 11

compensation

Front 12

__________ implies that salespeople choose where theireffort will be spent among various job activities.

• Degree.

• Persistence.

• Tenacity.

• Intensity.

• Direction.

Back 12

Direction

Front 13

The importance of matching the abilities and needs ofsales recruits to the ________ cannot be overstated.

• abilities and needs of the customer

• requirements and desires of the company

• requirements and rewards of the job

• skills and requirements of the job

• specifications and abilities of the company

Back 13

requirements and rewards of the job

Front 14

Expense account padding....

• is an expected activity and is generally ignored unless itis very blatant.

• occurs very rarely as most salespeople are quite honest.

• is considered a serious offense, which, if detected,often leads to termination of employment.

• is so difficult to uncover that most companies simply donot try.

• is viewed as a fringe benefit by most salespeople.

Back 14

is considered a serious offense, which, if detected, often leads to termination of employment.

Front 15

TRUE or FALSE: Boredom is a typical problem with sales jobs.

Back 15

False

Front 16

The amount of mental and physical effortput forth by the salesperson.

Back 16

intensity

Front 17

The extent to which the goal-directed effortis put forth over time.

Back 17

persistence

Front 18

When doing the job is inherently motivating

Back 18

intrinsic

Front 19

When rewards suchas pay and formalrecognition act asmotivators.

Back 19

extrinsic

Front 20

Organizational strategy that promotes giving managersfree rein with personal ethics applied only on anindividual basis, is part of this type of ethicalmanagement:

• immoral management.

• incorruptible management.

• moral management.

• amoral management.

• unethical management.

Back 20

AMORAL

Front 21

__________ is associated with the right to be a leader,usually as a result of designated organizational roles.

• Expert power

• Referent power

• Legitimate power

• Reward power

• Coercive power

Back 21

Legitmate

Front 22

In their dealings with salespeople, sales managers havebeen criticized for placing too much emphasis on

• reward and coercive power.

• legitimate and reward power.

• coercive and referent power.

• expert and referent power.

• referent and coercive power.

Back 22

• reward and coercive power.

Front 23

_________ is based on the belief that one party canremove rewards and provide punishment to affectbehavior.

• Expert power

• Referent power

• Legitimate power

• Reward power

• Coercive power

Back 23

Coercive

Front 24

When other salespeople believe that a salesmanager has valuable knowledge or skills in a givenarea, the sales manager is able to use

• Expert power

• Referent power

• Legitimate power

• Reward power

• Coercive power

Back 24

expert

Front 25

Moral management would have what orientation toward the law?

• Obedience to the letter and the spiritof the law; the law represents minimalethical behavior.

• Law is the ethical guide; obedience to the letter of the law.

• The central question is, "What can be done legally?"

• Legal standards are barriers that management must overcome toaccomplish what it wants.

• Prefer to operate within what the law mandates, if possible.

Back 25

• Obedience to the letter and the spirit of the law; the law represents minimal ethical behavior.

Front 26

TRUE or FALSE: Moral management actively incorporates moralconsiderations into all aspects of management.

Back 26

true

Front 27

TRUE OR FALSE: Immoral management disregards the morality orethical implications of management decisions andbehavior.

Back 27

true

Front 28

An immoral manager would most likely follow thisorientation in meeting his/her organizational goals:

Back 28

• (E) profitability and organizational success at anyprice.

Front 29

The ultimate success of sales meetings depends onthe planning and execution of activities such as

• (A) communicating with all parties before the meeting.

• (B) checking site arrangements.

• (C) preparing materials for the meeting.

• (D) arranging for audiovisual support.

• (E) all of the above.

Back 29

E

Front 30

Studies have shown that reciprocal trust betweensales managers and salespeople has a positiveeffect on the salesperson-sales managerrelationship. The research indicates positiverelationships between trust and all of the followingexcept

• (A) job satisfaction.

• (B) role conflict.

• (C) satisfaction with the manager.

• (D) a willingness to change.

• (E) goal commitment.

Back 30

B

Front 31

The ability to influence others to achieve common goals for the collective good of the sales organization and company

Back 31

sales leadership

Front 32

activities relating to the planning, implementing and controlling the sales function

Back 32

sales management

Front 33

activities related to working with sales subordinates on a day-to-day basis

Back 33

sales supervision

Front 34

Five Situational Contingency Factors

Back 34

1. Economic Conditions

2. Org. Culture

3. Urgency

4. Market Orientation

5. Other

Front 35

based on the belief that a person has valuable knowledge or skills in a given area

Back 35

Expert power

Front 36

based on the attractiveness of one party to another. May arise from friendship, role modeling, or perceived similarity of personal BG or viewpoints.

Back 36

Referent power

Front 37

associated with the right to be a leader, usually as a result of designated organizational roles

Back 37

Legit power

Front 38

stems from the ability of one party to reward the other party for a designated action

Back 38

reward power

Front 39

based on a belief that a party can remove rewards and provide punishment to affect behavior

Back 39

coercive power

Front 40

Five Influence Strategies

Back 40

1. Threats

2. Promises

3. Manipulations

4. Relationships

5. Persuasion

Front 41

third parties are involved...not directly tied to the other forms of power as other forms of influence

Back 41

manipulation

Front 42

Threats goes with _____ power

Back 42

coercive

Front 43

Promises goes with ____ power

Back 43

reward

Front 44

Persuasion goes with which 2 types of power?

Back 44

Expert & referent

Front 45

Relationships goes with which 2 types of power?

Back 45

Referent and Legit

Front 46

management activity conforms to a standard of ethical or moral behavior; seeks profitability within the confines of legal & ethical standards

Back 46

MORAL management

Front 47

decisions lie outside the sphere to which moral judgements apply; seeks profitability w/o other goals considered

Back 47

AMORAL management

Front 48

seeks profitability and organizational success at any price; selfish. management cares only about its or the company's gains

Back 48

IMMORAL management

Front 49

ensuring that sales process changes are integrated into daily sales activities

Back 49

process guru

Front 50

determines whether the online ordering system may require a redesign of direct sales strategies

Back 50

organizational architect

Front 51

strengthens company's C-level relationship w/ customer by providing info about the latest developments on industry issues

Back 51

customer champion

Front 52

watching for subtle signs that sales strategies need to be retooled

Back 52

course corrector

Front 53

collaborates with other functions to align product development and sales strategies

Back 53

company leader

Front 54

a new sales division is required to support a new area

Back 54

TRADITIONAL

Front 55

the existing sales divisions can add a new area to the products they already carry

Back 55

SCHERING-PLOUGH PRIMARY CARE way of organizing