Module 06 TB Ingram et al. 6th ed.rtf

5/27/2018 Module 06 TB Ingram et al. 6th ed.rtf

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MODULE 6CONTINUAL DEVELOPMENT OF THE SALESFORCE: SALES

TRAINING

MULTIPLE CHOICE

1. Initiation to task is the degreea.

to which the salesperson has managed to prioritize tasks in a way that will ensuresuccess.

b.

of personal satisfaction that the sales trainee feels in his or her job.

c.

to which a sales trainee feels competent and accepted as a working partner.

d.

of training that the sales trainee has received.

e.

of the sales trainee's understanding of how time should be allocated among tasks.

AN! " #$%! pg. 1&

(. A study of manufacturers' salespeople found )))) relationship between job satisfaction andsalespeople's commitment to the organization.a.

no direct

b.

a positive

c.

very little

d.

a negative

e

.

a parallel

AN! * #$%! pg. 1&

+. Activities that sales managers might spend time on during the planning and implementation of salestraining include all of the following e,cepta.

arranging for salespeople to work with key personnel in various departments in the firmto become familiar with their functions.

b.

enrolling salespeople in professional workshops or training programs.

c

.

accompanying salespeople in the field to criti-ue their sales behavior and reinforce other

training.d.

selecting literature sales aids software and materials for study.

e.

managing the recruitment and selection of new salespeople.

AN! $ #$%! pg. 1&(


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/. 0he sales training process includes all of the following interrelated steps e,cepta.

followup and evaluation.

b.

designing the sales training program.

c.

assessing sales training needs.

d.

performing a salesforce audit.

e.

evaluating training alternatives.

AN! 2 #$%! pg. 1&(

3. 0he purpose of sales training needs assessment is to compare the specific performancerelated skillsattitudes perceptions and behaviors re-uired for salesforce success to thea.

salesforce rating results of a customer survey.

b

.

performance test results of each salesperson.

c.

job analysis of each sales position.

d.

state of readiness of the salesforce.

e.

personal observations of various salespeople recorded by sales managers.

AN! 2 #$%! pg. 1&(

&. 0he final step in the sales training process is

a.

design sales training program.

b.

assess sales training needs.

c.

perform sales training.

d.

conduct followup and evaluation.

e.

evaluate training alternatives.

AN! 2 #$%! pg. 1&(

4. All of the following are methods of needs assessment e,cepta.

salesforce audit.

b.

performance testing.

c.

observation.


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d.

salesforce survey.

e.

job description.

AN! $ #$%! pg. 1&+

5. 6ethods of needs assessment include all of the following e,cepta.

performance audit.

b.

observation.

c.

salesforce survey.

d.

customer survey.

e.

job analysis.

AN! A #$%! pg. 1&+

7. A systematic diagnostic prescriptive tool that can be employed on a periodic basis to identify andaddress sales department problems and to prevent or reduce the impact of future problems isa.

a performance test.

b.

sales management observation.

c.

a salesforce survey.

d

.

an anonymous -uestionnaire sent to customers.

e.

a salesforce audit.

AN! $ #$%! pg. 1&+

1. In the sales training area the audit e,amines -uestions such as the following e,cepta.

Is the training program ade-uate in light of objectives and resources8

b.

2oes the training program need revision8

c.

Is there an ongoing training program for senior salespeople8

d.

2oes the training program contribute in a positive manner to the socialization of salestrainees8

e.

hould the training program be conducted internally or e,ternally8

AN! $ #$%! pg. 1&+


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11. An e,ample of a performance test would bea.

asking firstlevel sales managers to criti-ue the performance of the salespersons withwhom they work.

b.

giving salespeople a written e,am over product knowledge to check their retention rate.

c.

appraising the salesforce activities and the environment in which the salesforce operates.

d.

checking the results of a customer survey to see if the performance of the salesforce israted as good as or better than a competitor9s.

e.

asking the salesperson to give an impromptu sales presentation for a convenient itemsuch as an ashtray.

AN! * #$%! pg. 1&+

1(. If personal selling is prominent in the firm's marketing strategy some sort of )))) to help determinesales training needs is highly recommended.a.

customer survey

b. job analysis

c.

competitor survey

d.

performance testing

e.

salesforce audit

AN! A #$%! pg. 1&/

1+. A )))) is an investigation of the task duties and responsibilities of the sales job.a.

customer survey

b.

job analysis

c.

competitor survey

d.

performance testing

e.

salesforce audit

AN! * #$%! pg. 1&/

1/. A ))))))))) helps determine how competitive the salesforce is compared with other salesforces in theindustry.a.

customer survey

b.

job analysis


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c.

competitor survey

d.

performance testing

e.

salesforce audit

AN! A #$%! pg 1&/

13. A common mistake made by salespeople who need training on sales techni-ues isa.

undercontrolling the sales call.

b.

too much preplanning of sales calls.

c.

not spending enough time with old customers.

d.

failing to effectively confirm the sale.

e

.

spending too much time building rapport and trust with customers.

AN! 2 #$%! pg. 1&3

1&. "ommon mistakes made by salespeople who need training on sales techni-ues include all of thefollowing e,cepta.

overcontrolling the sales call.

b.

lack of preplanning of sales calls.

c

.


d.

failure to effectively confirm the sale.

e.

ineffective listening and -uestioning.

AN! " #$%! pg. 1&3

14. "ommon mistakes made by salespeople who need training on sales techni-ues include all of thefollowing e,cepta

.

ineffective listening and -uestioning.

b.

failure to build rapport and trust.

c.


d.

lack of sales strategies for different accounts.

e.

failure to effectively confirm the sale.


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AN! " #$%! pg 1&3

15. :hich of the following is notone of the competencies of successful salespeople outlined in the te,t8a.

aligning customer;supplier strategic objectives

b

.

understanding buyers9 social needs

c.

listening beyond product needs

d.

orchestrating organizational resources

e.

consultative problem solving

AN! * #$%! pg. 1&3

17. Among the following which is one of the most popular sales training topics8

a.

alesperson eti-uette

b.


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.b.

customer needs.

c.

buyer personalities.

d.

buyers9 competitors.

e.

buying procedures.

AN! 2 #$%! pg. 1&4

((. A sales training workshop devoted to teaching psychologically oriented sales strategies >such astransactional analysis? would be aimed at teaching salespeople how to work with this type of buyera.

the sales job facilitator.

b.

the persuader.

c

.

the hard bargainer.

d.

the socializer.

e.

the straight shooter.

AN! " #$%! pg. 1&5

(+. A sales training workshop devoted to discussing the ethical and legal implications of transactingbusiness would be aimed at teaching salespeople how to work with this type of buyer!a

.


b.

the persuader.

c.

the hard bargainer.

d.

the socializer.

e.


AN! 2 #$%! pg. 1&5

(/. A sales training workshop devoted to teaching the importance of selling the @substance@ of the productoffering and not just the @sizzle@ is aimed at teaching salespeople how to work with this type of buyer!a.


b.

the persuader.

c.

the hard bargainer.


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d.

the socializer.

e.


AN! $ #$%! pg. 1&5

(3. A sales training workshop devoted to communicating the importance of -ualifying prospects would beaimed at teaching salespeople how to work with this type of buyer!a.


b.

the persuader.

c.

the hard bargainer.

d.

the socializer.

e.


AN! * #$%! pg. 1&5

(&. A sales training workshop devoted to communicating the importance of obtaining marketinginformation from customers would be aimed at teaching salespeople how to work with this type ofbuyer!a.


b.

the considerate.

c

.

the hard bargainer.

d.

the socializer.

e.


AN! * #$%! pg. 1&5

(4. According to the te,t salesforce automation can boost productivity by as much as!a.

1 to + percent.

b.

( to / percent.

c.

+ to 3 percent.

d.

/ to & percent.

e.

3 to 4 percent.


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AN! * #$%! pg. 1&7

(5. In general sales training objectives are set to support one or more of the following with the e,ceptionofa.

increasing sales or profits.

b

.

teaching administrative procedures.

c.

minimizing salesforce turnover rates.

d.

developing salespeople for future management positions.

e.

increasing the observation powers of firstlevel sales managers.

AN! $ #$%! pg. 14

(7. :hich of the following statements regarding the benefits of setting objectives for sales training is

false8a.

pecific training objectives provide a standard for measuring the effectiveness oftraining.

b.

0op management is responsive to wellwritten specific objectives and may be morewilling to provide budget support for the training.

c.

0raining simply for training's sake is a good doctrine for most companies to followbecause it keeps salesforce product knowledge current.

d.

ales managers are forced to define the reasonable e,pectations of sales training ratherthan to view training as a -uickfi, panacea for all the problems faced by the salesforce.

e.

:ritten objectives become a good communications vehicle to inform the salesforce andother interested parties about upcoming training.

AN! * #$%! pg. 14

+. In the evaluation of sales training alternatives the following criteria should be considered!a.

the popularity of that form of training.

b.

the reputation of the sales trainer.

c.

the location of the training.

d.

the intensity of the training.

e.

the level of interest among salespeople in that form of training.

AN! " #$%! pg. 141

+1. ne of the key -uestions to be asked when considering the evaluation of alternative types of salestraining isa :hich method and media are best suited for conducting the training8


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.b.

:hich method will re-uire the least amount of time away from active selling8

c.

:hich method is the least e,pensive8

d.

:hich media is the most attractive to uppermanagement levels8

e.

:hich method re-uires the least amount of preplanning on the part of the sales manager8

AN! A #$%! pg. 141

+(. :hen criti-uing training alternatives all the following criteria should be established for preliminaryscreening e,cept the!a.

cost of the training.

b.

location of the training.

c

.

fle,ibility of prepackaged training materials.

d.

popularity of the form of training.

e.

time re-uired to implement an alternative training method.

AN! 2 #$%! pg. 141

++. In general companies rely most heavily on )))) to conduct sales training.a.

outside training consultants

b.

specialized schools

c.

massproduced videotapes

d.

their own personnel

e.

industry association conferences

AN! 2 #$%! pg. 141

+/. ales training is conducted ina.

home offices.

b.

central training facilities.

c.

manufacturing plants.

d.

hotels.


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e.

any of the above.

AN! $ #$%! pg. 141

+3. "haracteristics of a useful outside training program include all of the following e,cept!a

.

"ontent and delivery must consider the skill level education level and learning style of

participants.b.

nly sophisticated technology should be used.

c.


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+5. 0his method is fre-uently used for training on basic product knowledge new product introductionsand legal issues!a.

onthejob

b.

behavioral simulations

c.

absorption

d.

classroom;conference

e.

none of the above

AN! 2 #$%! pg. 14(

+7. 0his form of onthejob training is often used to groom salespeople for management positions!a.

filling in for vacationing salespeople

b

.

job rotation

c.

working with a senior salesperson

d.

working with a sales manager who acts as a @coach@

e.

a @sink or swim@ form of onthejob training

AN! * #$%! pg. 14+

/. 0his method includes business games and simulations case studies and role playing!

a.

onthejob

b.


c.

absorption

d.

classroom;conference

e.

none of the above

AN! * #$%! pg. 14+

/1. :hich of the following statements regarding role play as a training techni-ue is false8a.

0he role play is often videotaped for criti-ue by a group of salespeople.

b.

0ypically one trainee plays the role of the salesperson and another trainee acts as thebuyer.

c.

0his can be an e,tremely effective means of teaching personal selling without the risk ofa poor performance in the presence of a live customer.


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d.


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AN! $ #$%! pg. 14/

/3. ne study found )))) to be the most common method used to train salespeople.a.

public seminars

b.


c.

"2#6

d.

classroom with instructor

e.

Internet

AN! 2 #$%! pg. 143

/&. 2uring this step in the sales training process sales managers may have to seek budget approval fromupper management!a

.

assess sales training needs

b.

perform sales training

c.

design sales training program

d.

followup and evaluation

e.

evaluate training alternatives

AN! " #$%! pg. 143

/4. Answers to the what when where and how -uestions are finalized during this step in the salestraining process!a.

assess sales training needs

b.

perform sales training

c.

design sales training program

d.

followup and evaluation

e

.

evaluate training alternatives

AN! " #$%! pg. 143

/5. 0he primary responsibility of the sales manager while the training is being conducted is toa.

perform a final e,am to measure the level of retention.

b monitor the progress of the trainees and ensure ade-uate presentation of the training


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. topics.c.

determine if the training facility is meeting the needs of the trainees ade-uately.

d.

make sure that the training session does not e,ceed budgetary limits.

e.

make travel arrangements for the trainees and e,ternal trainers.

AN! * #$%! pg. 14&

/7. 0he problem with an evaluation of sales training effectiveness isa.

it is hard to attribute future performance variations strictly to sales training.

b.

an evaluation can only be made after the training has occurred.

c.

a final e,am may not be predictive of the salesperson's actual learning ability.

d.

sales volume per salesperson is hard to measure accurately.

e. salespeople generally overestimate the good they get from sales training sessions in theposttraining selfassessment -uestionnaires.

AN! A #$%! pg. 14&

3. According to a survey of industrial salespeople which of the following was considered the mostethically troubling situation or practice salespeople would like addressed by company policy8a.

Biving physical gifts such as free sales promotion prizes.

b.

Csing the firm's economic power to obtain premium prices or other concessions frombuyers.

c.

6aking statements to an e,isting purchaser that e,aggerate the seriousness of theproblem in order to obtain a bigger order or other concessions.

d.

eeking information from purchasers on competitor's -uotations for the purpose ofsubmitting another -uotation.

e.

Biving preferential treatment to customers who are also good suppliers.

AN! " #$%! pg. 147

31. Important legal reminders that should be included in a sales training program include all of thefollowing e,cept

a.

use factual data rather than general statements of praise during the sales presentation.

b.

do not overstep authority as the salesperson's actions can be binding to the selling firm.

c.

discuss only these topics with competitors! sales territories or markets to be served therejection or termination of customers.

d.

offer the same price and support to all buyers who purchase under the same set ofcircumstances.

e do not tamper with a competitor9s product.


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.

AN! " #$%! pg. 147

TRUE/FALSE

1. Initiation to task is the degree to which a sales trainee feels competent and accepted as a working

partner.

AN! 0 #$%! pg. 1&

(. #ole definition is the degree to which a sales trainee feels competent and accepted as a workingpartner.

AN! % #$%! pg. 1&

+. :hen salespeople believe their company is taking action to reduce the difficulties associated with theirposition they are more committed and satisfied with the job.

AN! 0 #$%! pg. 1&

/. 0he need for salesforce socialization to e,tend past the initial training period is unnecessary forsalesforce members with limited personal contact with peers managers and other company personnel.

AN! % #$%! pg. 1&

3. 0here is an ongoing need to conduct sales training to improve salesforce performance.

AN! 0 #$%! pg. 1&1

&. 0he average cost to train a new salesperson may run more than D7.

AN! 0 #$%! pg. 1&1

4. According to our te,t some research indicates a negative relationship between training e,pendituresand the firm9s share price.

AN! % #$%! pg 1&1

5. ales managers may spend considerable time conducting periodic training meetings and personaltraining conferences.

AN! 0 #$%! pg. 1&(

7. 0he preferred role of sales training is to prevent problems and improve salesforce productivity on areactive basis.

AN! % #$%! pg. 1&(

1. 0he training needs of an e,perienced salesperson might include training in advanced sales techni-ues.


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AN! 0 #$%! pg. 1&+

11. 0he salesforce audit might e,amine the -uestion @2o we have an ongoing training program for seniorsalespeople8@

AN! 0 #$%! pg. 1&+

1(. ales managers using observation techni-ues to assess sales training needs sometimes address the needinstantaneously by criti-uing the salesperson's performance after the sales call has been completed.

AN! 0 #$%! pg. 1&+

1+. 0he salesforce survey can be particularly useful in defining customer e,pectations and determininghow competitive the salesforce is compared to other salesforces in the industry.

AN! % #$%! pg. 1&+

1/. 0he customer survey can be particularly useful in defining customer e,pectations and determining howcompetitive the salesforce is compared to other salesforces in the industry.

AN! 0 #$%! pg. 1&/

13. A sales job analysis is an investigation of the task duties and responsibilities of the sales job.

AN! 0 #$%! pg. 1&/

1&. nline services such as Euestion


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AN! 0 #$%! pg. 1&&

((. alespeople's product knowledge should include product benefits applications competitive strengthsand limitations.

AN! 0 #$%! pg. 1&&

(+. =ighperforming salespeople typically have significantly greater product knowledge than moderateperformers.

AN! % #$%! pg. 1&4

(/. 0raining programs should address multicultural differences and business protocol within differentsubcultures and countries.

AN! 0 #$%! pg 1&4

(3. alespeople who will be sent on a foreign assignment should be trained in interculturalcommunication.

AN! 0 #$%! pg. 1&4

(&. "ustomers may e,ploit a new salesperson's lack of competitive knowledge by negotiating terms of salethat may be costly to the selling firm.

AN! 0 #$%! pg. 1&5

(4. 0he buyer described as a Fsales job facilitatorG would be featured in a sales training workshopstressing how salespeople can handle objections.

AN! % #$%! pg. 1&5

(5. 0he buyer described as a FsocializerG shows compassion for salespeople.

AN! % #$%! pg. 1&5

(7. In Arab countries salespeople should not use their left hand to hold offer or receive materials.

AN! 0 #$%! pg. 1&7

+. 0he purpose of sales orientation training is to teach salespeople how to use time and effort forma,imum work efficiency.

AN! % #$%! pg. 1&7

+1. elfmanagement refers to an individual9s effort to control certain aspects of others9 decision makingand behavior.

AN! % #$%! pg. 14


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+(. alespeople trained in selfmanagement are likely to increase their shortterm performance but nottheir longterm performance.

AN! % #$%! pg. 14

++. A common sales training objective might be to minimize the salesforce turnover rate.

AN! 0 #$%! pg. 14

+/. *y setting specific sales training objectives the sales manager finds it easier to prioritize varioustraining needs.

AN! 0 #$%! pg. 14

+3. 0oday's sales manager has more alternatives for training the salesforce than the sales managers of thepast.

AN! 0 #$%! pg. 14

+&. In order to consider as many sales training alternatives as possible it is recommended that the criteria

used in screening them be fairly rela,ed.

AN! % #$%! pg. 141

+4. enior salespeople are often involved as sales trainers.

AN! 0 #$%! pg. 141

+5. 0raining in the field is best conducted by e,ternal sales consultants.

AN! % #$%! pg. 141

+7. :hen the sales manager does the training or arranges for other company personnel to do it it is easierto control the content of the program and to coordinate the training for ma,imum impact.

AN! 0 #$%! pg. 141

/. 6ost training occurs in a location away from company premises.

AN! % #$%! pg. 141

/1. Hideo broadcasting and teleconferencing generally increase the costs of sales training.

AN! % #$%! pg. 1414(

/(. It is recommended that only one training method be used in the course of a training program in orderto ensure continuity and avoid confusing the participants.

AN! % #$%! pg. 14(


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/+. A salesperson involved in job rotation might work for a while as a customer service representative andthen work as a distribution clerk.

AN! 0 #$%! pg. 14+

//. #ole playing is a good way to bolster an individual's selfconfidence and improve his;her futureperformance.

AN! 0 #$%! pg. 14+

/3. Absorption training methods often include regularly scheduled e,ams and overnight homeworkassignments.

AN! % #$%! pg. 14/

/&. Although the Internet offers an effective media for sales training it is very costly.

AN! % #$%! pg. 14/

/4. $lectronic media typically allow trainees to learn at their own pace in a risk free environment.

AN! 0 #$%! pg 14/

/5. It is relatively easy to measure the effectiveness of sales training.

AN! % #$%! pg. 14&

/7. $valuations can be made before during and after the sales training occurs.

AN! 0 #$%! pg. 14&

3. ome research indicates that trainees who are satisfied with their training are more likely to retain anduse what they learned.

AN! 0 #$%! pg. 144

31. According to a study of over & sales professionals participants in sales training remember only athird of what they learn within five weeks of the training.

AN! % #$%! pg. 144

3(. According to one study reported in the te,t coaching by outside specialists is the most importantmethod for reinforcing new sales skills.

AN! % #$%! pg 145

3+. According to one study sharing sales methods and language with the sales team is the most importantmethod for reinforcing new sales skills.

AN! 0 #$%! pg 145


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3/. ne catalyst for sales training concerning ethical and legal issues is product liability litigation.

AN! 0 #$%! pg. 145

33. alespeople would prefer to handle any ethical dilemmas on the job by themselves without having toconsult their managers.

AN! % #$%! pg. 145

3&. It is legally permissible to use one product as bait to sell another product as long as the customer endsup satisfied.

AN! % #$%! pg. 147

34. As part of a listof legal reminders salespeople are asked to avoid making promises that will bedifficult or impossible to honor.

AN! 0 #$%! pg. 147

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Module 06 TB Ingram et al. 6th ed.rtf

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