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LL T F T T T T F F T T F T A strong corporate vision and effective strategic market planning are closely linked
LL T F T T T T F F T T F T A strong corporate vision and effective strategic market planning are closely linked with how the organization is structured and how it interacts with its customers. T F The goal in designing an organization is to divide and coordinate activities so the group can accomplish its common objectives better by acting as a group than by acting as individuals. T F The firm's selling activities must be coordinated with those of other departments, such as production, product development, logistics, and finance. T F The most prevalent formalization of a customer-centric culture is customer relationship management (CRM). F CRM is a comprehensive business model for increasing revenues and profits by not focusing on customers. T Knowledge discovery and market planning are essential elements of CRM process cycle. T F Customer interaction, analysis and refinement are not important elements in the client relationship management process. Information is the fuel that drives the engine in managerial decision making F Sales forecasting is indirectly linked with the overall market opportunity analysis of the firm T Effective sales forecasts enables companies to properly invest against their market opportunities T F Market opportunity analysis involves an understanding of the differences in the market potential concept, sales potential, sales forecast, and sales quota T F Market potential is the exact amount of sales of a commodity, a group of commodities in a market during a certain period. Sales forces are becoming hierarchical with layers of management while more responsibility is being given to the salesperson A Less, less B Less, fewer C More, less D More, more Which of the following is not in harmony with the critical drivers of change identified for reinventing sales organization? A Creating sales organizational structures that are more adaptable to the needs of different customer groups. B Gaining less job ownership and commitment from sales people C Shifting sales management style from commanding to coaching D Building long-term relationships with customers Which of the following critical drivers of change for reinventing sales organizations may not contribute to a sound organizational sales culture? A Building long-term relationships with customers B Better integrating salesperson performance evaluation 1 C Leveraging available technology for sales success. D Shifting sales management style from coaching to demanding T
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