Sales Force Leadership Practice Exam
Course Introduction
Sales Force Leadership explores the principles and practices essential for effectively leading, motivating, and developing high-performing sales teams. The course examines topics such as recruitment and selection of sales personnel, performance management, training and development, compensation strategies, and the role of leadership in shaping organizational sales culture. Students will learn how to implement leadership techniques that foster collaboration, accountability, and goal achievement, while addressing challenges unique to sales environments. Through case studies, interactive discussions, and practical assignments, students will develop the skills needed to inspire and guide sales teams in a competitive marketplace.
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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Q1) 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 program is the one part of the marketing strategy that seldom needs changing
C)Management should not engage in planning for organizations that operate in volatile environments because their plans would have to be revised or even scrapped frequently
D)Factors in the internal and external environment can have a strong influence on strategic plans,but not on strategic implementation
E)Changes in an organization's marketing strategy are unlikely to have any impact on its sales program
Answer: A
Q2) What two sets of ethical dilemmas are of particular concern to sales managers?
Answer: Ethical issues involved with relationships with salespeople and ethical issues that arise from the interaction of salespeople with customers.
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Chapter 2: The Process of Selling and Buying
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Q1) Freedom of action and opportunities for personal initiative are things most salespeople fear.
A)True
B)False
Answer: False
Q2) Missionary salespeople often do not take orders from customers directly but persuade customers to buy their firm's product from distributors or wholesalers.
A)True
B)False
Answer: True
Q3) What are the roles of different participants in the buying center?
Answer: The seven categories are initiators,users,influencers,gatekeepers,buyers,deciders and controllers,though some people may play multiple roles.
Q4) Outline the two possible career tracks for salespeople wanting to become CEOs. Answer: The two possible tracks are:sales-sales manager-vice president or sales director-CEO,sales-brand manger-marketing director or vice president-CEO.
Q5) What are the four types of B2B selling?
Answer: Trade service,missionary seller,technical seller,new business seller.
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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 question of what business a firm is in is addressed in its:
A)Organization-wide strategic plan
B)Opportunity analysis
C)Tactical plans
D)Mission statement
E)Market segmentation strategy
Answer: D
Q2) The advantage of personal selling as a marketing communications tool stems largely from its face-to-face communication with a potential customer.
A)True
B)False
Answer: True
Q3) Relationships that result in strategic partnerships go through four stages including:
A)Awareness,exploration,expansion and commitment
B)Awareness,integration,designation and expansion
C)Exploration,change,dynamics,restoration
D)Suggestion,response,communication,concurrence
E)Beginning,adjustment,middle,end
Answer: A
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Chapter 4: Organizing the Sales Effort
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Q1) The key to successful team selling lies in:
A)Developing the right product
B)Creating a sustainable competitive advantage
C)The ease with which repeat purchases can be made
D)The size of the buying center
E)Understanding the needs of the customer
Q2) Which of the following statements about national and key accounts is true?
A)National accounts often require more detailed and sophisticated treatment than smaller customers
B)Salespeople who handle national accounts typically receive the same or lower commission rates than salespeople who handle smaller accounts
C)Having national accounts greatly complicates the coordination of selling activities
D)The trend toward decentralized purchasing has accelerated the development of national and key accounts
E)All of the above statements about national and key accounts are true
Q3) What is the first key building block in starting a new sales force?
Q4) What is the primary advantage of organizing a sales force by product?
Q5) What is transaction cost analysis? What does it imply for sales managers?
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Chapter 5: The Strategic Role of Information in Sales Management
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Q1) Using an example breakdown method,how could you estimate the number of salespeople needed?
Q2) Historically,in urban areas the _____ was used as a basic geographic control unit,but more recently the _____ has taken its place due to movement of the population to the suburbs.
A)City/county
B)City/MSA
C)ZIP code area/MSA
D)ZIP code area/city
E)County/ZIP code area
Q3) The iceberg principle suggests that small,visible problems are often symptoms of larger problems seen only by sales managers.
A)True
B)False
Q4) When Jeffrey stated that the number of pounds of sugar to be used by food service providers in the Houston metropolitan area in 2001 was 1,000,000 pounds,he was referring to market potential.
A)True
B)False
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Chapter 6: Salesperson Performance: Behavior, role
Perceptions, and Satisfaction
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Q1) Perceived role inaccuracy is distinguishable from the other role perception variables by the fact that it:
A)Is not directly the fault of the person occupying the role
B)Has no psychological impact
C)Is an obvious problem that is readily fixed
D)Is largely an unrealized perception
E)Causes the individual to adopt conflicting roles
Q2) Which of the following organizational citizenship behaviors is exemplified by mentoring younger salespeople?
A)Sportsmanship
B)Civic virtue
C)Conscientiousness
D)Altruism
E)Competition
Q3) Operating from remote offices tends to reduce role stress.
A)True
B)False
Q4) What are the determinants of a salesperson's performance?
Q6) What does having a "boundary" position mean in sales? Page 8
Q5) What are the three-steps in the process of defining a salesperson's role?
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Chapter 7: Salesperson Performance: Motivating the Sales Force
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Q1) Salespeople with a high internal locus of control are likely to have relatively high expectancy and instrumentality estimates.
A)True
B)False
Q2) What are performance attributions? Describe the four categories of performance attributions.
Q3) An extreme view of financial rewards argues that:
A)Linking pay to performance can have a negative effect on motivation
B)Employees become less interested in what they are doing
C)Extrinsic motivation undermines intrinsic motivation
D)All of the above
E)None of the above
Q4) What is the earnings opportunity ratio?
Q5) Demographic variables like age,family size and education can all have an impact on an individual's valence for rewards.
A)True
B)False
Q6) How is Maslow's hierarchy of needs related to sales motivation?
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Q7) What individual characteristics affect accuracy and magnitude expectancies?
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Chapter 8: Personal Characteristics and Sales Aptitude:
Criteria for Selecting Salespeople
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Q1) _________________ are management actions that primarily attempt to influence aptitude and personal characteristics.
A)Interviews and testing
B)Aptitude and skill levels
C)Recruitment and selection policies
D)Aptitude and motivation
E)Training and supervision
Q2) One of the variables affecting sales performance is skill levels.What can a sales manager do to incorporate skill levels in his/her sales force?
A)Carefully design recruitment and selection policies
B)Improve training and supervision
C)Reduce supervisory pressure
D)Institute competitive rewards systems
E)Organize logical and effective territory designs
Q3) From the studies cited in the text,what variables explain sales performance?
Q4) What skills and traits have been found to be relatively good predictors of success for jobs involving the sale of services?
Q5) What five variables were found to have the most impact on sales performance?
Q6) Why are women not equally represented in the sales force?
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Chapter 9: Sales Force Recruitment and Selection
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Q1) Your company is about to hire its first sales people.You have been assigned to develop selection procedures to evaluate applicants for new sales personnel.What will you likely do?
Q2) Research by the Klein Institute for Aptitude Testing suggests that characteristics of salespeople who fail include people who
A)Are overly optimistic
B)Have recently divorced
C)Tailor their work effort to conform to the job description
D)Have lived for a long time in one residence
E)All of the above are characteristics of salespeople who frequently fail
Q3) The most difficult part of the recruitment and selection process is:
A)Conducting the job analysis
B)Determining the qualifications job prospects should have
C)Writing the job description
D)Determining who should have the authority for making hiring decisions
E)Deciding which recruitment selection tools to use
Q4) As a rule,salespeople do not need any special qualifications to sell.
A)True
B)False
Q5) What six dimensions and requirements should a good job description include?
Page 12
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Chapter 10: Sales Training: Objectives,techniques,and Evaluation
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Q1) When determining sales training needs,what three issues/questions must be considered?
Q2) Which of the following is a typical sales training objective?
A)To maximize employee turnover
B)To minimize the investment in other marketing communication tools
C)To improve employee morale
D)To improve relationships with customers
E)Both C and D
Q3) On-the-job training,individual instruction,in-house classes,and external seminars are the most prevalent method used to train salespeople.
A)True
B)False
Q4) Jackson is developing the classroom training program for her new company.He knows classroom training has all of the following advantages EXCEPT
A)Each trainee receives a standard briefing
B)Group training reduces executive time involved in formal training
C)Classrooms permit the use of audiovisual materials
D)Classrooms provide the opportunity for interaction
E)Learning by doing
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Chapter 11: Salesperson Compensation and Incentives
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Q1) Which of the following statements about a straight salary compensation plan is true?
A)Straight salary compensation is more commonly used with experienced salespeople than with new sales recruits
B)The major limitation of straight salary compensation is that financial rewards are not tied directly to any specific aspect of job performance
C)Straight salary compensation plans do not give sales managers the flexibility they have with commission plans
D)Straight salary compensation plans are most useful when management wants to motivate its salespeople to achieve short-run sales volume increases
E)Straight salary compensation is inappropriate for industries where missionary selling is commonplace
Q2) Drawing accounts are provided to salespeople on a straight commission plan as added incentive pay.
A)True
B)False
Q3) What are the advantages of straight commission plans?
Q4) What are the common criticisms of sales contests?
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Chapter 12: Cost Analysis
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Q1) While sales analysis focuses on the results achieved,cost analysis looks at the costs incurred in producing those results and whether the returns justify the expenditures.
A)True
B)False
Q2) Which of the following statements about the use of ROAM (return on assets managed)is True?
A)ROAM is a highly subjective measure
B)The goal of ROAM is to reach an optimal level of investment
C)Sales managers have eagerly adopted ROAM as a measure of effectiveness
D)ROAM is calculated using contribution margin and asset liquidity
E)ROAM cannot be used as a control device
Q3) Accounting-based costing (ABC)identifies the cause-and-effect relationship between costs and desired organizational outcomes.
A)True
B)False
Q4) What is the difference between a direct cost and an indirect cost?
Q5) Why should costs not be allocated based on sales volume?
Q6) What is the difference between specific and general expenses?
Q7) How should direct selling costs be functionally allocated?
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Chapter 13: Evaluating Salesperson Performance
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Q1) Working two days in the Madison area,Bettina Kharian made thirteen planned sales calls and achieved a planned call ratio of 81 percent.She left the city with orders from fourteen customers and an orders-per-call ratio of:
A)75.2 percent
B)81 percent
C)87.5 percent
D)93 percent
E)107.5 percent
Q2) The average size of the orders a salesperson secures is as important as the number of orders.
A)True
B)False
Q3) The average order size ratio is also called the salesperson's batting average.
A)True
B)False
Q4) The acronym BARS stands for Behavior Activated Ranking System.
A)True
B)False
Q5) What is 360-degree performance feedback?
Q6) What objective measures of performance are used in evaluating salespeople?
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