Strategic Sales Leadership Exam Solutions
Course Introduction
Strategic Sales Leadership explores the principles and practices required to lead high-performing sales teams in dynamic and competitive markets. The course covers advanced topics such as sales strategy formulation, organizational design, talent management, and the integration of sales with broader business objectives. Students learn to analyze market trends, create customer-focused selling approaches, and drive growth through effective performance management and motivational leadership. Emphasis is placed on ethical decision-making, leveraging data-driven insights, and fostering long-term client relationships to achieve sustainable sales success.
Recommended Textbook Management of a Sales Force 12th Edition by Rosan L. Spiro
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Page 2
Chapter 1: The Field of Sales Force Management
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93 Flashcards
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Sample Questions
Q1) When selecting salespeople to promote to sales management,all of the following are important qualities to look for,EXCEPT:
A)A willingness to share information
B)Structured work habits
C)Skill at selling internally
D)Ego that is not overinflated.
E)An individualistic,"lone wolf" mentality.
Answer: E
Q2) Most outside sales forces belong to producers or wholesaling middlemen who sell to business users rather than to household consumers.
A)True
B)False
Answer: True
Q3) A sales manager is first and foremost a manager - an administrator - and management is a distinct skill.
A)True
B)False
Answer: True
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Chapter 2: Strategic Sales Force Management
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Sample Questions
Q1) Personal selling efforts are part of the firm's promotional mix.
A)True
B)False Answer: True
Q2) Toward the end of the 19<sup>th</sup> century,most manufacturers distributed their goods through drummers,who worked for a single manufacturer and who were paid straight-commission.
A)True
B)False Answer: False
Q3) Political-legal forces are generally beyond the sales manager's control.
A)True
B)False Answer: True
Q4) Companies are adding new channels of distribution to their existing ones to lower costs.
A)True
B)False Answer: True
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Chapter 3: Personal Selling Process
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Sample Questions
Q1) Which is part of the process of meeting objectives?
A)Keep presentation moving.
B)Present wealth of information to meet objectives before client can raise them
C)Respect buyer's concern.
D)If nobody speaks,there are no objections,you've given an excellent presentation.
E)The ABC technique (i.e. ,Always Be Closing).
Answer: C
Q2) The sales pipeline helps sales organizations:
A)turn qualified prospects into leads.
B)focus on developing new clients.
C)turn customers into hot prospects.
D)Both A and B are correct.
E)Both B and C are correct.
Answer: B
Q3) Company files are a good source of information on current customers,but are not reliable for past customers.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Sales Force Organization
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Sample Questions
Q1) An informal organization:
A)Would not exist in a well-run firm.
B)Is not practical or realistic in today's business system.
C)Slows down business activities and reduces efficiency.
D)Is not likely to be found in a decentralized organization.
E)None of these is correct.
Q2) Key elements of the horizontal organization structure include all of the following except:
A)Profitability at the expense of customer satisfaction.
B)Self-managed cross-functional teams.
C)Fewer departmental boundaries
D)Direct and regular contact with customers.
E)Fewer management levels.
Q3) When a sales force is organized by product line,a major drawback is that sometimes more than one salesperson from a company calls on the same customer.
A)True
B)False
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Chapter 5: Profiling and Recruiting Salespeople
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119 Verified Questions
119 Flashcards
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Sample Questions
Q1) Planned decreases in marketing expenditures may indirectly affect the number of salespeople need.
A)True
B)False
Q2) All except one of the following points are reasons why a good program for selecting salespeople is important.Which is the exception?
A)Good salespeople are hard to find.
B)A sales manager is no better than his salespeople.
C)Turnover rates will be lower.
D)Training and supervision are not needed if sales representatives are well selected.
E)Well-selected salespeople should be more productive.
Q3) The laws and guidelines regarding affirmative action require employers to make additional efforts to recruit,employ,and promote qualified members of groups formerly excluded.
A)True
B)False
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Chapter 6: Selecting and Hiring Applicants
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Sample Questions
Q1) The social needs of the trainee's spouse should not be considered by the sales manager.
A)True
B)False
Q2) Which of the following statements is not true?
A)Usually the job offer is first made by letter then followed up on the telephone for an answer.
B)The letter can be construed as a contract consequently great care must be taken in writing it.
C)Some negotiation or concessions may have to be made in dealing with the recruit.
D)Some managers prefer to make the offer in person.
E)The manager should appear to really want to hire the person.
Q3) A company's indoctrination of a new salesperson should begin:
A)When that person first makes contact with the company - even before being hired.
B)During the second interview.
C)At the time the person is hired.
D)When the new representative first reports to work.
E)At the beginning of the induction training program.
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Chapter 7: Developing, Delivering, and Reinforcing a Sales Training Program
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Sample
Questions
Q1) An advantage of using line sales executives to do the sales training is that they usually:
A)Have much practical experience from which to draw.
B)Have more time to devote to training than other executives do.
C)Are excellent teachers.
D)Are better at developing the theory,rather than the practice,selling.
E)None of these.
Q2) Training may lead to greater effort.
A)True
B)False
Q3) In which of the following situations is the case method likely to be the best teaching techniques?
A)Developing a salesperson's ability to analyze problems and make decisions.
B)Developing a salesperson's ability to meet objections in a sales presentation.
C)Teaching product knowledge.
D)Describing the company's history.
E)Giving canned sales presentations.
Q4) Training the top third of a sales force provides the best return on investment.
A)True
B)False
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Chapter 8: Motivating a Sales Force
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Sample Questions
Q1) Studies show that recognition programs are:
A)Never very effective in motivating reps.
B)Most effective when they recognize between 10 to 20 percent of the sales force.
C)Most effective when they recognize between 45 to 55 percent of the sales force.
D)Most effective when they recognize between 60 to 70 percent of the sales force.
E)Not effected by top management involvement.
Q2) Typical symptoms of plateauing include all of the following except:
A)Absenteeism is high
B)Paperwork becomes sloppy.
C)Not prospecting
D)Relishing the past.
E)All are typical symptoms.
Q3) It is difficult to motivate dissatisfied people.
A)True
B)False
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10
Chapter 9: Sales Force Compensation
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Sample Questions
Q1) Customer satisfaction measures are commonly used as a factor in compensation determination.
A)True
B)False
Q2) A straight commission plan is a good one for encouraging the reps to perform a fully balanced sales job.
A)True
B)False
Q3) A straight commission plan based on sales volume is payment for performing a unit of work,and the plan constitutes a direct (variable)expense for management.
A)True
B)False
Q4) Which of the following is a trend in sales force compensation today?
A)A greater use of salary only plans.
B)Incentive pay for performance is a bigger component of compensation.
C)A greater use of incentive pay for organizational citizenship behaviors.
D)A greater use of bonuses for meeting volume targets.
E)A greater use of commission only plans.
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Chapter 10: Sales Force Quotas Expenses
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Sample Questions
Q1) Regarding sales force expense control plans,it is correct to say that:
A)Closely supervised salespeople typically are placed under an unlimited payment plan.
B)The transportation method used by the sales force can affect the amount of expenses paid,but is not related to the type of expense control plan.
C)The type of compensation plan used by a company often has a bearing on the type of expense control plan.
D)The nature of the territories typically has little or no effect on the expense plan.
E)None of these is correct.
Q2) The most widely used type of sales quota is one based on sales activities.
A)True
B)False
Q3) A major criticism against sales quotas is that:
A)Activity quotas usually lead to high-pressure selling.
B)Quotas are not fair to the sales force.
C)Quotas cannot stimulate sales of profitable products.
D)Quotas are not realistically attainable.
E)It is very difficult to set quotas accurately.
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Chapter 11: Leadership of a Sales Force
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Sample Questions
Q1) Indirect supervisory techniques include all of the following,except:
A)sales meetings.
B)territories.
C)quotas.
D)expense accounts.
E)compensation plans.
Q2) What the textbook referred to as "indirect supervisory aids" includes:
A)Sales quotas.
B)Sales meetings.
C)The expense account plan.
D)All of these.
E)Only two of A-B-C.
Q3) As a result of more use of the virtual office,sales managers tend to spend more time in the field.
A)True
B)False
Q4) A sales manager might be a great manager,but an ineffective leader.
A)True
B)False
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Chapter 12: Sales Forecasting and Developing Budgets
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Sample Questions
Q1) In sales department budgeting,items for sales force salaries and sales force commissions are most likely to be found in the ______ budget.
A)Sales.
B)Selling expense.
C)Zero based.
D)Advertising.
E)Administrative.
Q2) Errors in budgets tend to offset one another.
A)True
B)False
Q3) Salespeople:
A)Generally do not participate in the forecasting process.
B)Are often poor forecasters.
C)Tend to forecast high.
D)Are often good forecasters.
E)Tend to forecast low.
Q4) A production budget should be formulated prior to making the sales budget.
A)True
B)False
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Chapter 13: Sales Territories
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Sample Questions
Q1) _____________ is when a salesperson sells to a customer that is in another salesperson territory.
A)Call frequenting
B)Buildup
C)Claim jumping
D)Routing
E)None of these.
Q2) All of the following,except for ______,are commonly used as control units for territorial boundaries:
A)Sales potentials.
B)Metropolitan Statistical Areas.
C)States.
D)Postal zip-code areas.
E)Counties.
Q3) Once a route plan has been set up by management and agreed to by a salesperson,the rep should not deviate from this plan,or else there is no use in having the plan in the first place.
A)True
B)False
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Page 15
Chapter 14: Analysis of Sales Volume
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Sample Questions
Q1) When preparing a sales volume analysis by customer classification:
A)Management rarely finds the 80-20 principle in operation.
B)Customers can be classified by industry groups but not by channels of distribution.
C)This type of analysis is usually more fruitful when the customer groups are also analyzed by product line or territory.
D)Management should study its large accounts and not waste time and money on the small ones.
E)It is not useful to extend this analysis over several periods of time.
Q2) A marketing audit:
A)Is a detailed study of a company's income statement.
B)Is a cursory examination to determine whether or not a company is customer-oriented.
C)Is a comprehensive review and evaluation of the marketing function in an organization.
D)Determines a company's relationship with its external environment.
E)Is None of these.
Q3) A marketing audit is one part of a sales management audit.
A)True
B)False
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Page 16
Chapter 15: Marketing Cost and Profitability Analysis
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Sample Questions
Q1) Regarding the full-cost vs.contribution-margin controversy:
A)The contribution-margin approach focuses on indirect cost allocation.
B)Management decisions cannot be made on the basis of contribution-margin analysis alone.
C)Contribution-margin tells us how much a marketing unit (territory,product)contributed to cover fixed costs,but it does not give us the net profit of the unit.
D)All costs are allocated in the contribution-margin approach.
E)The final answer for a territory or product is the same in either approach,but the contribution-margin approach gives us more detail.
Q2) A major purpose of a marketing cost analysis is to discover unprofitable segments and inefficiently performed functions of a business.
A)True B)False
Q3) Management cannot make meaningful marketing decisions based on a marketing cost analysis unless the "full-cost" approach was used in the analysis. A)True B)False
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Chapter 16: Evaluating a Salespersons Performance
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Sample Questions
Q1) A low average order might indicate that the sales rep was calling too much on the small accounts in the territory.
A)True
B)False
Q2) Sales managers frequently make evaluations that are too general and too subjective.
A)True
B)False
Q3) Marion sells for the Whatisits Company of Whoville.An analysis of the performance of the company's 25 person sales force shows that the average sales rep works 250 days a year,makes four calls a day,obtains an order,averaging $15,000,every ten calls made.Marion worked 200 days last year during which she made a total of 700 calls which resulted in 50 orders totaling $1,500,000 in sales volume.What was Marion's batting average?
A).03.
B).10.
C).15.
D).17.
E)None of these.
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Page 18
Chapter 17: Ethical and Legal Responsibilities of Sales Managers
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Sample Questions
Q1) Bribery:
A)Is illegal in the U.S.
B)Can be effective.
C)Can lead to career jeopardizing incidents.
D)Can lose customers.
E)All of these.
Q2) Codes of ethics can be effective guides to salespeople's behaviors:
A)If they prohibit all illegal acts.
B)If they were written by the FTC.
C)If they decrease role ambiguity.
D)If they are enforced.
E)They are never effective as deterrents.
Q3) Under U.S.law,facilitation payments are illegal.
A)True
B)False
Q4) Ethical behavior is essentially a short-run question.
A)True
B)False
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