Marketing Management Exam Solutions
Course Introduction
Marketing Management explores the principles and practices involved in the effective planning, implementation, and control of marketing activities within organizations. The course covers key topics such as market analysis, consumer behavior, segmentation, targeting, positioning, product development, pricing strategies, promotional tactics, and distribution channels. Students will gain a comprehensive understanding of how to develop and execute marketing strategies in a competitive business environment, analyze marketing opportunities, and make data-driven decisions to achieve organizational objectives. Through case studies and practical applications, the course equips students with the skills necessary to manage marketing functions and contribute to business growth.
Recommended Textbook Sales Force Management 10th Edition by Mark Johnston
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Page 2
Chapter 1: Introduction to Sales Management in the
Twenty-First Century
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Sample Questions
Q1) One of your customers suggests "I'll buy from you if you buy from me".This could be a violation of ______________ laws.
A)Packaging and labeling
B)Cooling-off
C)Tying agreement
D)Reciprocal dealing
E)Truth-in-lending
Answer: C
Q2) Which of the following is an example of the external natural environment for a manufacturer of metal lawn furniture?
A)A longer than usual distribution channel due to a rail strike
B)Consumer trend toward treating gardens like another room
C)The popularity of metal lawn furniture that looks vintage rather than newly bought
D)A flood at the manufacturer's main warehouse
E)Inflationary pricing by competitors
Answer: D
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Chapter 2: The Process of Selling and Buying
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Sample Questions
Q1) What are the advantages and disadvantages of sales careers?
Answer: The advantages include:
Freedom of action and opportunities for personal initiative
Good opportunities for career development
Financial rewards
Favorable working conditions
Variety of challenges
The disadvantages include:
Stereotyping of sales careers
Travel demands
Continually changing challenges.
Q2) Which of the following questions would be most likely asked when closing a sale?
A)Mr.Customer,can I have a few minutes of your time to show you a new way to keep track of your inventory?
B)Should we include your company's production vice-president in these discussions about a new assembly line configuration?
C)Who in your company has the authority to make a buying decision?
D)Can I have an appointment next Tuesday or Wednesday?
E)Would you like to have that office desk in maple or cherry wood?
Answer: E
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Chapter 3: Linking Strategies and the Sales Role in the Era of Customer Relationship Management
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Q1) The evolution of customer relationship marketing has progressed from:
A)Mass,target,one-to-one,to customer marketing
B)One-to-one,mass,target,to customer marketing
C)Customer,mass,target,to one-to-one marketing
D)Mass,target,customer,to one-to-one marketing
E)Customer relationship marketing has always existed
Answer: D
Q2) The primary disadvantage inherent in the use of personal selling as the primary marketing communications tool is its:
A)Lack of flexibility
B)Ability to communicate with only a small number of customers
C)Two-way communication flow
D)Inconsistency from customer to customer
E)Ability to be used successfully with other marketing communications tools
Answer: B
Q3) Supply chain alliances and efficient consumer response systems are examples of marketing relationships.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Organizing the Sales Effort
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Sample Questions
Q1) When the sales task is complex,the span of control should be larger and the number of levels of management should be smaller.
A)True
B)False
Q2) Manufacturers' representatives are intermediaries who take neither ownership nor physical possession of the goods they sell,but concentrate instead on the selling function.
A)True
B)False
Q3) The starting point in organizing a sales force is determining the goals to be accomplished,as specified in the firm's overall marketing plan.
A)True
B)False
Q4) The major disadvantage of geographic sales organization is its emphasis on specialization of labor.
A)True
B)False
Q5) How does telemarketing fit within a sales strategy?
Q6) What is transaction cost analysis? What does it imply for sales managers?
Page 6
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Chapter 5: The Strategic Role of Information in Sales Management
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Q1) When designing sales territories,the sales manager should strive to make territories equal in terms of:
A)Travel time and forecasted sales
B)Work load and sales potential
C)Economic potential and forecasted sales
D)Existing competition and work load
E)Physical size and work load
Q2) Sales force deployment refers to decisions regarding:
A)Sales force size and number of territories
B)Design of individual territories
C)Allocation of the total selling effort
D)Simultaneous decision making regarding all of the above
E)Independent internal integration of all of the above
Q3) The jury of executive opinion method of developing sales forecasts may be done either formally or informally.
A)True
B)False
Q4) The acronym MSA stands for Marketing Statistical Area.
A)True
B)False
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Chapter 6: Salesperson Performance: Behavior, role
Perceptions, and Satisfaction
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Q1) What are the possible psychological consequences of role accuracy,ambiguity and conflict?
Q2) What does it mean in sales management to say "close supervision can be a two-edged sword?"
Q3) Which of the following statements about skills as a component of the model of sales performance is true?
A)Sales skill is basically the same as sales aptitude
B)Selling is not a trainable skill
C)Skill refers to a relatively enduring personal ability
D)A skill is a learned proficiency at performing a task
E)Skill is less important as a factor in sales performance than motivation,aptitude,role perception and organizational,personal and environmental variables
Q4) Because sales people occupy boundary positions they face the potential of demands from:
A)Customers
B)Sales managers
C)The company
D)All of the above
E)None of the above
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Chapter 7: Salesperson Performance: Motivating the Sales Force
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Q1) The theories of Maslow,Alderfer and Herzberg:
A)Are examples of other motivation theories that differ from expectancy theory by emphasizing the human element
B)Suggest the greater a salesperson's satisfaction with attainment of low-order rewards,the higher the valence of increased attainment of higher-order rewards
C)Can be used to explain why closer supervision can have a positive impact on the magnitude and accuracy of both expectancy estimates and instrumentality perceptions
D)Can be used to explain the changes a salesperson experiences as he or she progresses down the sales career path
E)Are useful in conjunction with leadership theories to explain what personal and environmental variables motivate an individual to become a successful leader
Q2) The disengagement stage of a salesperson's career is also referred to as the self-termination period.
A)True
B)False
Q3) Describe the three sets of perceptions affect motivation?
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Chapter 8: Personal Characteristics and Sales Aptitude:
Criteria for Selecting Salespeople
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Q1) Which of the following personal characteristics appears to reflect a salesperson's emotional maturity and motivation and is,therefore,a relatively good indicator of sales performance?
A)The applicant's current marital and family status
B)The applicant's educational attainment
C)The applicant's scores on intelligence and math ability tests
D)The applicant's self-esteem
E)None of the above
Q2) Compare the salesperson characteristics most important in trade selling versus missionary selling.
Q3) Title VII of the Civil Rights Act applies to all private employers of 15 or more persons.
A)True
B)False
Q4) What skills and traits have been found to be relatively good predictors of success for business-to-business institutional sales?
Q5) What quality in a sales representative makes it tougher to make sales?
Q6) What five variables were found to have the most impact on sales performance?
Q7) What types of aptitude test are relatively good predictors of selling success?
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Chapter 9: Sales Force Recruitment and Selection
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Q1) Ramiro would prefer to hire salespeople who are intelligent,self-confident,possess verbal skills and are highly motivated.His problem is likely to be
A)Few people applying for sales jobs have any of those skills or traits
B)Finding anyone to apply for the position
C)Deciding which traits and skills are most important
D)Eliminating candidates who are too self-confident
E)All of the above
Q2) Without a detailed up-to-date job description,a sales manager will have difficulty deciding
A)When to hire people
B)Which external resource people need to be involved
C)What kind of personnel are needed
D)How to conduct a job analysis
E)How to position the job relative to competing opportunities
Q3) Title VII of the 1964 Civil Rights Act forbids discrimination against people ages 40 to 70.
A)True
B)False
Q4) What issues are important when recruiting salespeople for international markets?
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Chapter 10: Sales Training: Objectives,techniques,and Evaluation
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Sample Questions
Q1) Other than requiring sales trainees to learn about company policies,what other approach can companies take to ensure their salespeople understand how the company operates?
Q2) Harriet is analyzing the needs of her sales force.She will likely look for information from or through all of the following EXCEPT
A)Job analysis
B)Job descriptions
C)Training budgets
D)Customers
E)Sales managers
Q3) The most commonly used sales training technique is which of the following?
A)Individual instruction
B)External seminars
C)On-the-job training
D)In-house classes
E)All of the above
Q4) Sales training improves employee morale.
A)True
B)False
Q5) What do sales executives consider the most important issue in sales training?
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Chapter 11: Salesperson Compensation and Incentives
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Q1) Which of the following statements about compensation levels for salespeople is true?
A)Many small firms cannot offer training programs,so they provide their sales force with above-average compensation
B)Most firms consciously pay their salespeople at a rate slightly below the industry average
C)Large firms with large sales forces tend to offer above average compensation
D)The starting point for deciding on a compensation level should be the gross amount of compensation that is necessary to attract the right level of selling talent
E)None of the above statements about the compensation levels for salespeople is true
Q2) Most compensation plans credit a salesperson with a sale:
A)When the order is accepted by the company,less any returns and allowances
B)After payment is received from the customer
C)Only after the goods have been shipped
D)In a combined manner,where one-half of the sale is assigned when the order is received and the other half when the customer pays
E)In a variety of ways with no one way being more popular than any other
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Page 13
Chapter 12: Cost Analysis
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Q1) Contribution-margin advocates argue that:
A)Costs should be distinguished according to where they are incurred
B)All revenues should be reduced by all fixed and variable costs accrued by the segments earning that revenue
C)It is misleading to allocate costs arbitrarily
D)There is no such thing as arbitrary cost allocation
E)The full-cost approach cannot be used to determine the profitability of a product,territory or customer
Q2) The first step in conducting a market profitability analysis is to specify the purpose of the cost study and determine functional cost centers.
A)True
B)False
Q3) Describe the three approaches to cost allocation.
Q4) What is the Return On Assets Managed formula (ROAM)? How can the return from a given business segment be improved?
Q5) It is relatively simple to conduct a cost or profitability analysis.
A)True
B)False
Q6) What is the difference between specific and general expenses?
Page 14
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Chapter 13: Evaluating Salesperson Performance
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Q1) Lori is deciding which input measures to use as part of her assessment of sales performance.Which of the following is a measure of a salesperson's input?
A)Number of orders
B)Average order size
C)Number of canceled orders
D)Number of active accounts
E)Days worked
Q2) Which of the following describes an advantage inherent in the BARS (behaviorally anchored rating scale)system?
A)A BARS system removes the possibility of bias
B)A BARS system is inexpensive to develop and implement
C)A BARS system emphasizes behavior and performance rather than effectiveness
D)A BARS system provides an accurate measure of behavior,performance and effectiveness
E)A BARS system gives management the ability to develop one scale to assess the performance of all types of salespeople within their firm
Q3) What is the difference between a cost per call ratio and an order per call ratio?
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