Questions and Answers of Selling And Sales Management

How would you implement your plan?
If you were Duffy, what would you do?
What do you think about the proposed change in selling strategy for HSI?
How can Dairyland remain family-owned and a successful seed business in the future?
What would you recommend Dairyland do in the immediate future and why?
Are there other significantly different strategies that Dairyland should consider?
What are the pros and cons of each strategy?
What do you perceive the relationship to be between job satisfaction and turnover at Oakmaster?
Rather than examining overall salesforce job satisfaction, what might be a more useful approach to examining salesforce job satisfaction with INDSALES?
What steps can Roger take to increase the level of satisfaction among his salespeople?
What can Sally do to ensure that her salespeople make efforts to improve their performance in the areas she deems important?
What do you think about the type of feedback Sally is willing to provide her salespeople? How do you suggest performance feedback be handled?
Assess Sally’s use of 360-degree feedback for performance appraisal. Can you make any suggestions for improving this process?
How can evaluations of salesperson performance and satisfaction be used by sales managers?
Why should sales managers be concerned with the job satisfaction of salespeople?
Refer to “Sales Management in the 21st Century: Using Performance Evaluations to Improve Performance at Allied Office Products.” Identify the outcomes and behaviors assessed when evaluating
What is unique about the BARS method for evaluating salesperson performance?
Discuss the importance of using different types of quotas in evaluating and controlling salesperson performance.
Refer to “Sales Management in the 21st Century: Performance Criteria at KV Pharmaceutical Company (ETHEX Division).” Discuss the types of performance criteria KV uses and how these drive
Compare and contrast the graphic rating/checklist and ranking methods for evaluating salesperson performance.
Why should sales managers pay more attention to behavioral criteria when evaluating salespeople?
Characterize the salesforce of a firm that uses an outcome-based perspective for evaluating salespeople.
Discuss the different purposes of an evaluation of salesperson performance and how each purpose affects the performance evaluation process.
Discuss the measurement and importance of salesperson job satisfaction.
Explain how salesperson performance information can be used to identify problems, determine their causes, and suggest sales management actions to solve them.
Compare the advantages and disadvantages of different methods of salesperson performance evaluation.
Describe the different types of criteria necessary for comprehensive evaluations of salesperson performance.
Differentiate between an outcome-based and a behavior-based perspective for evaluating and controlling salesperson performance.
Discuss the different purposes of salesperson performance evaluations.
What else can be done to ensure that Induplicate’s salesforce is performing effectively?
Outline a benchmarking study that could be used to help make Induplicate’s salesforce more effective.
How could Rich use benchmarking to address Alicia’s concerns?
What solutions do you recommend to solve these problems and improve results in the future?
What problems can you identify from your analyses?
What analyses should Kate perform with this data? Perform these analyses.
Discuss how you think new computer and information technologies will affect the evaluations of sales organization effectiveness in the future.
Identify five different sales organization productivity ratios that you would recommend. Describe how each would be calculated and what information each would provide.
What are the two basic components of return on assets managed? How is each component calculated, and what does each component tell a sales manager?
Refer to “Sales Management in the 21st Century: Focus on Profits at Hormel.”How can a company achieve more profitable sales?
What is the difference between the full cost and contribution approaches to income statement analysis for a sales organization? Which would you recommend for a sales organization? Why?
What is meant by a hierarchical sales analysis? Can a hierarchical approach be used in analyzing costs, profitability, and/or productivity?
Refer to “Sales Management in the 21st Century: Using Benchmarking to Succeed.”How can benchmarking be used to improve performance?
What is the purpose of benchmarking? Discuss what is involved in benchmarking.
Discuss what is involved in conducting a sales management audit.
Discuss why it is important to differentiate between sales organization effectiveness and salesperson performance.
Can we easily audit the expenses incurred by our sales personnel?
Does the expense plan ensure that the necessary sales job activities are performed?
Is the expense plan fair, flexible, and easy to administer? Does it allow for geographical, customer, and/or product differences?
Does the sales expense plan meet our objectives in light of our financial resources?
Does the compensation plan attract and retain enough quality sales performers?
Does the compensation plan ensure that the salespeople perform the necessary sales job activities?
Are the salespeople and management satisfied with the compensation plan?
What is the level of compensation, the type of plan, and the frequency of payment?
Is the compensation plan fair, flexible, economical, and easy to understand and administer?
Does our sales compensation plan meet our objectives in light of our financial resources?
Do we have an ongoing training program for senior salespeople? Is it adequate?D. Compensation and Expenses
Can we afford to train internally or should we use external sources for training?
What methods do we use to evaluate the effectiveness of our training program?
Does the training program need revising? What areas of the training program should be improved or deemphasized?
What kinds of training do we currently provide our salespeople?
Is the training program adequate in light of our objectives and resources?
Do we establish training objectives before developing and implementing the training program?
How is our sales training program developed? Does it meet the needs of management and sales personnel?
Does this type of organization adequately service the needs of our customers?
Is this type of organization appropriate, given the current intraorganizational and extraorganizational conditions?
How is our salesforce organized (by product, by customer, by territory)?
Do our recruitment and selection procedures satisfy employment opportunity guidelines?
Do we use a battery of psychological tests in our selection process? Are the tests valid and reliable?
Are our selection screening procedures financially feasible and appropriate?
Have we enumerated the necessary sales job qualifications? Have they been recently updated? Are they predictive of sales success?
Do we have a job description for each of our sales jobs? Is each job description current?
Do we have adequate sources from which to obtain recruits? Have we overlooked some possible sources?
What is our turnover rate? What have we done to try to change it?
How is our salesforce size determined?
Are we serving our customers adequately with this number of salespeople?
Is this number adequate in light of our objectives and resources?
How many salespeople do we have?
Describe how to perform a productivity analysis for a sales organization.
Describe how to perform an income statement analysis, activity-based costing, and return on assets managed to assess sales organization profitability.
Describe how to perform a cost analysis for a sales organization.
Describe how to perform different types of sales analysis for different organizational levels and types of sales.
Define benchmarking and discuss how it should be conducted.
Define a sales organization audit and discuss how it should be conducted.
Differentiate between sales organization effectiveness and salesperson performance.
How could this contest be designed to have a better chance of success?
How would you evaluate this contest? What are its pros and cons?
Assess the situation regarding Stalwart’s use of the Web. What would you suggest that Beesman do to please both Howell and his salesforce?
How do you suggest that Beesman handle Davidson?
Discuss several guidelines to improve the effectiveness of salesforce motivation and reward system management.
What challenges do sales managers face when using team-based compensation?What guidelines can sales managers follow when using team-based compensation?
Refer to “Sales Management in the 21st Century: Use of Sales Contests at Allied Office Products”. At what levels in the organization does Allied hold sales contests?What are some of the goals
What concerns should a sales manager have regarding the use of sales contests?
Refer to “Sales Management in the 21st Century: Recognition and Incentive Programs at Federated Mutual Insurance.” How does Federated Mutual Insurance Company use recognition and incentive
Evaluate straight-salary, straight-commission, and combination pay plans in terms of their advantages and disadvantages. When should each be used?
What are the nonfinancial compensation rewards discussed in this module? What suggestions can you make for administering recognition rewards?
Describe an optimal salesforce reward system.
Distinguish between compensation rewards and noncompensation rewards.
Identify and explain the three key dimensions of motivation.
List the guidelines for motivating and rewarding salespeople.
Discuss issues associated with sales contests, equal pay for equal work, team compensation, global compensation, and changing a reward system.

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