Questions and Answers of Selling And Sales Management

4. Compare and contrast the graphic rating/checklist and ranking methods for evaluating salesperson performance.
3. Why should sales managers pay more attention to behavioral criteria when evaluating salespeople?
2. Characterize the salesforce of a firm that uses an outcome-based perspective for evaluating salespeople.
1. Discuss the different purposes of an evaluation of salesperson performance and how each purpose affects the performance evaluation process.
6. Discuss the measurement and importance of salesperson job satisfaction.
5. Explain how salesperson performance information can be used to identify problems, determine their causes, and suggest sales management actions to solve them.
4. Compare the advantages and disadvantages of different methods of salesperson performance evaluation.
3. Describe the different types of criteria necessary for comprehensive evaluations of salesperson performance.
2. Differentiate between an outcome-based and a behavior-based perspective for evaluating and controlling salesperson performance.
1. Discuss the different purposes of salesperson performance evaluations.
3. What else can be done to ensure that Advance Office Technology’s salesforce is performing effectively?
2. Outline a benchmarking study that could be used to help make Advance Office Technology’s salesforce more effective.
1. How could Gage use benchmarking to address Jane’s concerns?
3. What solutions would you recommend to solve these problems and improve sales effectiveness in the future? Explain why your recommendations are appropriate.
2. What problems can you identify from your analyses?
1. What analyses should Allison perform with this data? Conduct these suggested analyses being careful to document your work and your answers.
10. Discuss how you think new computer and information technologies will affect the evaluations of sales organization effectiveness in the future.
9. What purposes do benchmarking and Six Sigma serve? Discuss what is involved in each process.
8. Identify five different sales organization productivity ratios that you would recommend.Describe how each would be calculated and what information each would provide.
7. 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?
6. Explain how a manager evaluating the sales organization’s effectiveness might reach different conclusions by analyzing sales dollars or sales units.
5. 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?
4. What is meant by a hierarchical sales analysis? Can a hierarchical approach be used in analyzing costs, profitability, and/or productivity?
3. Explain how sales managers can utilize benchmarking to improve performance.
2. Discuss what is involved in conducting a sales management audit.
1. Discuss why it is important to differentiate between sales organization effectiveness and salesperson performance.
7. Define benchmarking and Six Sigma and discuss how each should be conducted.
6. Describe how to perform a productivity analysis for a sales organization.
5. Describe how to perform an income statement analysis, activity-based costing, and return on assets managed to assess sales organization profitability.
4. Describe how to perform a cost analysis for a sales organization.
3. Describe how to perform different methods of sales analysis for different organizational levels and different types of sales.
2. Define a sales organization audit and discuss how it should be conducted.
1. Differentiate between sales organization effectiveness and salesperson performance.
2. How could this contest be designed to have a better chance of success?
1. How would you evaluate this contest? What are its pros and cons?
2. Assess the possibility of Wilkerson becoming a champion for the roll-out of the mobile application.Is this a good idea?
1. How do you suggest Elder handle Wilkerson?
10. Discuss several guidelines to improve the effectiveness of salesforce motivation and reward system management.
9. What challenges do sales managers face when using team-based compensation? What guidelines can sales managers follow when using team-based compensation?
8. Refer to “Sales Management in the 21st Century: Use of Sales Contests at Technology Solutions” on p. 239. How often does Technology Solutions have sales contests?What types of incentives do
7. What concerns should a sales manager have regarding the use of sales contests?
6. Refer to “Sales Management in the 21st Century: Recognition and Incentive Programs at Mid-States Medical Systems” on p. 235. How does Mid-States use recognition and incentive programs to
5. Evaluate straight-salary, straight-commission, and combination pay plans in terms of their advantages and disadvantages. When should each be used?
4. What are the nonfinancial compensation rewards discussed in this chapter? What suggestions can you make for administering recognition rewards?
3. Describe an optimal salesforce reward system.
2. Distinguish between compensation rewards and noncompensation rewards.
1. Identify and explain the three key dimensions of motivation.
8. List the guidelines for motivating and rewarding salespeople.
7. Discuss issues associated with sales contests, equal pay for equal work, team compensation, global compensation, and changing a reward system.
6. Explain the fundamental concepts in sales-expense reimbursement.
5. Explain how to determine an appropriate financial compensation level.
4. Describe salary, commission, and combination pay plans in terms of their advantages and disadvantages.
3. Describe the primary financial and nonfinancial compensation rewards available to salespeople.
2. Explain the difference between compensation rewards and noncompensation rewards.
1. Explain the key components of motivation: intensity, persistence, and direction.
3. What would you recommend Guy do differently?
2. What suggestions can you provide to Guy regarding coaching?
1. How would you characterize Guy’s leadership style? How would you assess his sales management performance thus far?
3. If Noah has personal problems, what do you recommend that Jane do? How can she prevent problems like this in the future?
2. Should Jane speak to Kathy? Why or why not? If so, what should she say to her?
1. Should Jane confront Noah? If not, why? If so, how should she handle the situation?
10. Refer to “Sales Management in the 21st Century: Coaching vs. Managing at Abstrakt Marketing Group” on page 210. Discuss the key aspects of John Schwepker’s strategy for coaching salespeople.
9. Refer to “Sales Management in the 21st Century: #1 Attribute for Sales Leadership at Abstrakt Marketing Group” on page 202. Why is developing trust a critical aspect of sales leadership?
8. Sales managers may learn a lot about their organizations and salespeople simply by spending time observing activities in the office or in the field and talking with the people involved. To
7. What is the difference between outcome feedback and cognitive feedback? Which is most important in coaching?
6. Describe five influence strategies, including the power bases related to each strategy.
5. How can new technologies be used most effectively in sales leadership communication?
4. How does the contingency approach to leadership differ from the trait approach and the behavior approach?
3. Describe five types of power that affect leadership. What are the problems associated with overreliance on reward and coercive power?
2. What do you think are the most important situational factors a field sales manager should consider when determining the most effective sales leadership approaches?
1. Explain why the following views of leadership are relevant for sales organizations:transactional leadership and transformational leadership.
6. Discuss issues related to coaching salespeople, conducting sales meetings, and promoting ethical behavior.
5. Explain five influence strategies used in sales leadership.
4. Discuss five bases of power that affect sales leadership.
3. Explain how leadership style approaches contribute to contemporary sales leadership.
2. Discuss the importance of situational factors in determining the most effective sales leadership approaches.
1. Distinguish between salesforce leadership, management, and supervision.
3. What are the effects of sales training on salesforce motivation and morale?
2. If you were Eve’s sales manager and you discovered that several of your salespeople had training needs similar to those of Eve, what methods would you suggest for training the salesforce to
1. With regard to Eve, what sales training needs can you identify?
3. What kind of reactions might Chad expect from his salespeople after implementing this training program?
2. Do you believe that the training program outlined in this case will achieve its objectives?Explain.
1. If you were in charge of the training for this salesforce, explain how you would have gone about designing a training program.
9. You would like to develop a game to help train your salesforce. Choose a specific sales training learning objective and develop a game to be administered to salespeople to achieve the objective.
8. Role Play Situation: Read An Ethical Dilemma on p. 181.Characters: Kyle, national sales manager; Sarah, sales trainee.Scene: Location—Company training room. Action—Kyle acts out an alternative
7. As a sales manager, you would like to teach your salespeople how to handle different buyer types. Using Exhibit 6.2 on p. 173 as a guide, explain the methods and media you would use to prepare
6. The Web contains various sales training Web sites. Search the Web to find a company that offers sales training. Briefly explain the types of training the company offers, the methods and media they
5. Access Rapid Learning Institute (https://rapidlearninginstitute.com) and click on the“sales training” tab at the top and then scroll down to the library. Address the following questions:a.
4. As the sales manager for ABC company, you have decided that as part of your training program you would like to use role playing to achieve three objectives: (1) teach salespeople how to set
3. There is a universal ongoing need for training on “how to sell.” For instance, knowing how to listen effectively is an extremely important skill that contributes to the success of salespeople.
2. As a sales manager, you have decided it would be a good idea to survey your customers to determine how well their needs are being met by your 50-person salesforce.Develop a series of questions
1. Go to www.webex.com. What is WebEx? What are the advantages and disadvantages of using a company such as WebEx to assist a company with its sales training?What types of sales training do you
10. What are some of the important ethical and legal considerations that might be included in a sales training program?
9. What is the purpose of the follow-up and evaluation step in the sales training process?When should evaluation take place?
8. Discuss four methods for delivering sales training.
7. When the sales manager is evaluating sales training alternatives, what four areas should he or she consider?
6. Refer to “Sales Management in the 21st Century: Fulfilling Company Objectives Through Strategic Training at Worldwide Protective Products” on p. 176. What important objective does strategic
5. How is the process of setting objectives for sales training beneficial to sales managers?
4. Refer to “Sales Management in the 21st Century: Tactical Sales Training at Worldwide Protective Products” on p. 172. What is involved in sales tactical training at Worldwide Protective
3. What are six methods of assessing sales training needs? Can each of these methods be used in either a proactive or reactive approach to determining training needs?

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