MODULE 6CONTINUAL DEVELOPMENT OF THE SALESFORCE: SALES TRAINING

MULTIPLE CHOICE 1. Initiation to task is the degree a to which the salesperson has managed to prioritize tasks in a way that will ensure . success. b of personal satisfaction that the sales trainee feels in his or her job. . c to which a sales trainee feels competent and accepted as a working partner. . d of training that the sales trainee has received. . e of the sales trainee's understanding of how time should be allocated among tasks. .

AN ! "

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(. A study of manufacturers' salespeople found )))) relationship between job satisfaction and salespeople's commitment to the organization. a no direct . b a positive . c very little . d a negative . e a parallel .

AN ! *

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+. Activities that sales managers might spend time on during the planning and implementation of sales training include all of the following e,cept a arranging for salespeople to work with key personnel in various departments in the firm . to become familiar with their functions. b enrolling salespeople in professional workshops or training programs. . c accompanying salespeople in the field to criti-ue their sales behavior and reinforce other . training. d selecting literature. sales aids. software and materials for study. . e managing the recruitment and selection of new salespeople. .

AN ! $

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/. 0he sales training process includes all of the following interrelated steps e,cept a follow1up and evaluation. . b designing the sales training program. . c assessing sales training needs. . d performing a salesforce audit. . e evaluating training alternatives. .

AN ! 2

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3. 0he purpose of sales training needs assessment is to compare the specific performance1related skills. attitudes. perceptions. and behaviors re-uired for salesforce success to the a salesforce rating results of a customer survey. . b performance test results of each salesperson. . c job analysis of each sales position. . d state of readiness of the salesforce. . e personal observations of various salespeople recorded by sales managers. .

AN ! 2

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&. 0he final step in the sales training process is a design sales training program. . b assess sales training needs. . c perform sales training. . d conduct follow1up and evaluation. . e evaluate training alternatives. .

AN ! 2

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4. All of the following are methods of needs assessment e,cept a salesforce audit. . b performance testing. . c observation. .

d salesforce survey. . e job description. .

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5. 6ethods of needs assessment include all of the following e,cept a performance audit. . b observation. . c salesforce survey. . d customer survey. . e job analysis. .

AN ! A

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7. A systematic. diagnostic. prescriptive tool that can be employed on a periodic basis to identify and address sales department problems and to prevent or reduce the impact of future problems is a a performance test. . b sales management observation. . c a salesforce survey. . d an anonymous -uestionnaire sent to customers. . e a salesforce audit. .

AN ! $

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1'. In the sales training area. the audit e,amines -uestions such as the following e,cept a Is the training program ade-uate in light of objectives and resources8 . b 2oes the training program need revision8 . c Is there an ongoing training program for senior salespeople8 . d 2oes the training program contribute in a positive manner to the socialization. of sales . trainees8 e hould the training program be conducted internally or e,ternally8 .

AN ! $

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11. An e,ample of a performance test would be a asking first1level sales managers to criti-ue the performance of the salespersons with . whom they work. b giving salespeople a written e,am over product knowledge to check their retention rate. . c appraising the salesforce activities and the environment in which the salesforce operates. . d checking the results of a customer survey to see if the performance of the salesforce is . rated as good as or better than a competitor9s. e asking the salesperson to give an impromptu sales presentation for a convenient item. . such as an ashtray.

AN ! *

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1(. If personal selling is prominent in the firm's marketing strategy. some sort of )))) to help determine sales training needs is highly recommended. a customer survey . b job analysis . c competitor survey . d performance testing . e salesforce audit .

AN ! A

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1+. A )))) is an investigation of the task. duties. and responsibilities of the sales job. a customer survey . b job analysis . c competitor survey . d performance testing . e salesforce audit .

AN ! *

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1/. A ))))))))) helps determine how competitive the salesforce is compared with other salesforces in the industry. a customer survey . b job analysis .

c competitor survey . d performance testing . e salesforce audit .

AN ! A

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13. A common mistake made by salespeople who need training on sales techni-ues is a under1controlling the sales call. . b too much preplanning of sales calls. . c not spending enough time with old customers. . d failing to effectively confirm the sale. . e spending too much time building rapport and trust with customers. .

AN ! 2

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1&. "ommon mistakes made by salespeople who need training on sales techni-ues include all of the following e,cept a over1controlling the sales call. . b lack of preplanning of sales calls. . c not spending enough time with old customers. . d failure to effectively confirm the sale. . e ineffective listening and -uestioning. .

AN ! "

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14. "ommon mistakes made by salespeople who need training on sales techni-ues include all of the following e,cept a ineffective listening and -uestioning. . b failure to build rapport and trust. . c not spending enough time with old customers. . d lack of sales strategies for different accounts. . e failure to effectively confirm the sale. .

AN ! "

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15. :hich of the following is not one of the competencies of successful salespeople outlined in the te,t8 a aligning customer;supplier strategic objectives . b understanding buyers9 social needs . c listening beyond product needs . d orchestrating organizational resources . e consultative problem solving .

AN ! *

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17. Among the following. which is one of the most popular sales training topics8 a alesperson eti-uette . b <roduct knowledge . c =ow to file e,pense reimbursement vouchers . d =ow to handle the replacement of defective products . e =ow to handle rejection .

AN ! *

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('. %or sales training purposes. some firms use classification methods to categorize buyers according to a personality and the buying situation. . b the buyer9s e,pertise and ease of making sales. . c the firm9s account size and products purchased. . d their interest in trying new product lines. . e their level of input to the sales decision. .

AN ! A (1.

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ales training covering aspects of customer knowledge may include information on all of the following subjects e,cept a buying motives.

. b . c . d . e .

customer needs. buyer personalities. buyers9 competitors. buying procedures.

AN ! 2

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((. A sales training workshop devoted to teaching psychologically oriented sales strategies >such as transactional analysis? would be aimed at teaching salespeople how to work with this type of buyer a the sales job facilitator. . b the persuader. . c the hard bargainer. . d the socializer. . e the straight shooter. .

AN ! "

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(+. A sales training workshop devoted to discussing the ethical and legal implications of transacting business would be aimed at teaching salespeople how to work with this type of buyer! a the sales job facilitator. . b the persuader. . c the hard bargainer. . d the socializer. . e the straight shooter. .

AN ! 2

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(/. A sales training workshop devoted to teaching the importance of selling the @substance@ of the product offering and not just the @sizzle@ is aimed at teaching salespeople how to work with this type of buyer! a the sales job facilitator. . b the persuader. . c the hard bargainer. .

d the socializer. . e the straight shooter. .

AN ! $

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(3. A sales training workshop devoted to communicating the importance of -ualifying prospects would be aimed at teaching salespeople how to work with this type of buyer! a the sales job facilitator. . b the persuader. . c the hard bargainer. . d the socializer. . e the straight shooter. .

AN ! *

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(&. A sales training workshop devoted to communicating the importance of obtaining marketing information from customers would be aimed at teaching salespeople how to work with this type of buyer! a the sales job facilitator. . b the considerate. . c the hard bargainer. . d the socializer. . e the straight shooter. .

AN ! *

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(4. According to the te,t. salesforce automation can boost productivity by as much as! a 1' to +' percent. . b (' to /' percent. . c +' to 3' percent. . d /' to &' percent. . e 3' to 4' percent. .

AN ! *

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(5. In general. sales training objectives are set to support one or more of the following with the e,ception of a increasing sales or profits. . b teaching administrative procedures. . c minimizing salesforce turnover rates. . d developing salespeople for future management positions. . e increasing the observation powers of first1level sales managers. .

AN ! $

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(7. :hich of the following statements regarding the benefits of setting objectives for sales training is false8 a pecific training objectives provide a standard for measuring the effectiveness of . training. b 0op management is responsive to well1written. specific objectives and may be more . willing to provide budget support for the training. c 0raining simply for training's sake is a good doctrine for most companies to follow . because it keeps salesforce product knowledge current. d ales managers are forced to define the reasonable e,pectations of sales training rather . than to view training as a -uick1fi, panacea for all the problems faced by the salesforce. e :ritten objectives become a good communications vehicle to inform the salesforce and . other interested parties about upcoming training.

AN ! *

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+'. In the evaluation of sales training alternatives. the following criteria should be considered! a the popularity of that form of training. . b the reputation of the sales trainer. . c the location of the training. . d the intensity of the training. . e the level of interest among salespeople in that form of training. .

AN ! "

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+1. Ane of the key -uestions to be asked when considering the evaluation of alternative types of sales training is a :hich method and media are best suited for conducting the training8

. b . c . d . e .

:hich method will re-uire the least amount of time away from active selling8 :hich method is the least e,pensive8 :hich media is the most attractive to upper1management levels8 :hich method re-uires the least amount of preplanning on the part of the sales manager8

AN ! A

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+(. :hen criti-uing training alternatives. all the following criteria should be established for preliminary screening e,cept the! a cost of the training. . b location of the training. . c fle,ibility of prepackaged training materials. . d popularity of the form of training. . e time re-uired to implement an alternative training method. .

AN ! 2

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++. In general. companies rely most heavily on )))) to conduct sales training. a outside training consultants . b specialized schools . c mass1produced videotapes . d their own personnel . e industry association conferences .

AN ! 2 +/. a . b . c . d .

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ales training is conducted in home offices. central training facilities. manufacturing plants. hotels.

e any of the above. .

AN ! $

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+3. "haracteristics of a useful outside training program include all of the following e,cept! a "ontent and delivery must consider the skill level. education level. and learning style of . participants. b Anly sophisticated technology should be used. . c <articipants should be actively involved in the program. . d 0he trainer must clearly understand the program's objectives. . e 0he program should motivate participants to drop old habits. adopt new skills. and desire . continued training.

AN ! *

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+&. :hich of the following is not one of the four categories of training methods discussed in the te,t8 a An1the1job . b *ehavioral simulations . c "ase studies . d "lassroom;conference . e Absorption .

AN ! "

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+4. 0his method features lectures. demonstrations. and group discussion with e,pert trainers serving as instructors! a on1the1job . b behavioral simulations . c absorption . d classroom;conference . e none of the above .

AN ! 2

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+5. 0his method is fre-uently used for training on basic product knowledge. new product introductions. and legal issues! a on1the1job . b behavioral simulations . c absorption . d classroom;conference . e none of the above .

AN ! 2

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+7. 0his form of on1the1job training is often used to groom salespeople for management positions! a filling in for vacationing salespeople . b job rotation . c working with a senior salesperson . d working with a sales manager who acts as a @coach@ . e a @sink or swim@ form of on1the1job training .

AN ! *

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/'. 0his method includes business games and simulations. case studies. and role playing! a on1the1job . b behavioral simulations . c absorption . d classroom;conference . e none of the above .

AN ! *

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/1. :hich of the following statements regarding role play as a training techni-ue is false8 a 0he role play is often videotaped for criti-ue by a group of salespeople. . b 0ypically one trainee plays the role of the salesperson. and another trainee acts as the . buyer. c 0his can be an e,tremely effective means of teaching personal selling. without the risk of . a poor performance in the presence of a live customer.

d . e .

<roperly conducted role play includes a prompt criti-ue emphasizing the negative points of the performance that need improvement. A good way to ma,imize the criti-ue is to have the person who has played the role of salesperson offer opinions first and then solicit opinions from observers.

AN ! "

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/(. 0his category of sales training methods involves furnishing trainees or salespeople with materials which they peruse without opportunity for immediate feedback and -uestioning! a on1the1job . b behavioral simulations . c absorption . d classroom;conference . e none of the above .

AN ! "

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/+. 0hese methods are best used as supplemental training to update the salesforce. reinforce previous training. or to provide basic materials to be covered in more detail at a later date! a on1the1job. . b behavioral simulations. . c ease studies. . d classroom;conference. . e absorption. .

AN ! $

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//. :hich of the following media can be used to train the salesforce8 a Internet . b computer simulation e-uipment . c videoconferencing . d satellite television . e any or all of the above may be used .

AN ! $

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/3. Ane study found )))) to be the most common method used to train salespeople. a public seminars . b behavioral simulations . c "21#A6 . d classroom with instructor . e Internet .

AN ! 2

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/&. 2uring this step in the sales training process. sales managers may have to seek budget approval from upper management! a assess sales training needs . b perform sales training . c design sales training program . d follow1up and evaluation . e evaluate training alternatives .

AN ! "

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/4. Answers to the what. when. where. and how -uestions are finalized during this step in the sales training process! a assess sales training needs . b perform sales training . c design sales training program . d follow1up and evaluation . e evaluate training alternatives .

AN ! "

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/5. 0he primary responsibility of the sales manager while the training is being conducted is to a perform a final e,am to measure the level of retention. . b monitor the progress of the trainees and ensure ade-uate presentation of the training

. c . d . e .

topics. determine if the training facility is meeting the needs of the trainees ade-uately. make sure that the training session does not e,ceed budgetary limits. make travel arrangements for the trainees and e,ternal trainers.

AN ! *

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/7. 0he problem with an evaluation of sales training effectiveness is a it is hard to attribute future performance variations strictly to sales training. . b an evaluation can only be made after the training has occurred. . c a final e,am may not be predictive of the salesperson's actual learning ability. . d sales volume per salesperson is hard to measure accurately. . e salespeople generally overestimate the good they get from sales training sessions in the . post1training self1assessment -uestionnaires.

AN ! A

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3'. According to a survey of industrial salespeople. which of the following was considered the most ethically troubling situation or practice salespeople would like addressed by company policy8 a Biving physical gifts such as free sales promotion prizes. . b Csing the firm's economic power to obtain premium prices or other concessions from . buyers. c 6aking statements to an e,isting purchaser that e,aggerate the seriousness of the . problem in order to obtain a bigger order or other concessions. d eeking information from purchasers on competitor's -uotations for the purpose of . submitting another -uotation. e Biving preferential treatment to customers who are also good suppliers. .

AN ! "

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31. Important legal reminders that should be included in a sales training program include all of the following e,cept a use factual data rather than general statements of praise during the sales presentation. . b do not overstep authority. as the salesperson's actions can be binding to the selling firm. . c discuss only these topics with competitors! sales territories or markets to be served. the . rejection or termination of customers. d offer the same price and support to all buyers who purchase under the same set of . circumstances. e do not tamper with a competitor9s product.

AN ! " TRUE/FALSE

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1. Initiation to task is the degree to which a sales trainee feels competent and accepted as a working partner. AN ! 0 #$%! pg. 1&'

(. #ole definition is the degree to which a sales trainee feels competent and accepted as a working partner. AN ! % #$%! pg. 1&'

+. :hen salespeople believe their company is taking action to reduce the difficulties associated with their position. they are more committed and satisfied with the job. AN ! 0 #$%! pg. 1&'

/. 0he need for salesforce socialization to e,tend past the initial training period is unnecessary for salesforce members with limited personal contact with peers. managers. and other company personnel. AN ! % #$%! pg. 1&'

3. 0here is an ongoing need to conduct sales training to improve salesforce performance. AN ! 0 #$%! pg. 1&1

&. 0he average cost to train a new salesperson may run more than D7.'''. AN ! 0 #$%! pg. 1&1

4. According to our te,t. some research indicates a negative relationship between training e,penditures and the firm9s share price. AN ! % 5. #$%! pg 1&1

ales managers may spend considerable time conducting periodic training meetings and personal training conferences. AN ! 0 #$%! pg. 1&(

7. 0he preferred role of sales training is to prevent problems and improve salesforce productivity on a reactive basis. AN ! % #$%! pg. 1&(

1'. 0he training needs of an e,perienced salesperson might include training in advanced sales techni-ues.

AN ! 0

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11. 0he salesforce audit might e,amine the -uestion. @2o we have an ongoing training program for senior salespeople8@ AN ! 0 1(. #$%! pg. 1&+

ales managers using observation techni-ues to assess sales training needs sometimes address the need instantaneously by criti-uing the salesperson's performance after the sales call has been completed. AN ! 0 #$%! pg. 1&+

1+. 0he salesforce survey can be particularly useful in defining customer e,pectations and determining how competitive the salesforce is compared to other salesforces in the industry. AN ! % #$%! pg. 1&+

1/. 0he customer survey can be particularly useful in defining customer e,pectations and determining how competitive the salesforce is compared to other salesforces in the industry. AN ! 0 #$%! pg. 1&/

13. A sales job analysis is an investigation of the task. duties. and responsibilities of the sales job. AN ! 0 #$%! pg. 1&/

1&. Anline services such as Euestion<ro.com make it easy to design. deliver and analyze :eb1based customer surveys. AN ! 0 #$%! pg. 1&/

14. A common mistake salespeople make in their sales techni-ue is failing to match call fre-uency with account potential. AN ! 0 #$%! pg. 1&3

15. 6ost formal sales training programs spend little time on sales techni-ues since most salespeople who are hired have some sales e,perience or have taken a personal selling course in college. AN ! % #$%! pg. 1&3

17. 6ore emphasis is being placed on developing trusting. enduring relationships with customers. AN ! 0 ('. #$%! pg. 1&3

uccessful salespeople align customer;supplier strategic objectives. AN ! 0 #$%! pg. 1&3

(1.

uccessful salespeople engage in self1appraisal and continuous learning.

AN ! 0 ((.

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alespeople's product knowledge should include product benefits. applications. competitive strengths. and limitations. AN ! 0 #$%! pg. 1&&

(+. =igh1performing salespeople typically have significantly greater product knowledge than moderate performers. AN ! % #$%! pg. 1&4

(/. 0raining programs should address multicultural differences and business protocol within different subcultures and countries. AN ! 0 (3. #$%! pg 1&4

alespeople who will be sent on a foreign assignment should be trained in intercultural communication. AN ! 0 #$%! pg. 1&4

(&. "ustomers may e,ploit a new salesperson's lack of competitive knowledge by negotiating terms of sale that may be costly to the selling firm. AN ! 0 #$%! pg. 1&5

(4. 0he buyer described as a Fsales job facilitatorG would be featured in a sales training workshop stressing how salespeople can handle objections. AN ! % #$%! pg. 1&5

(5. 0he buyer described as a FsocializerG shows compassion for salespeople. AN ! % #$%! pg. 1&5

(7. In Arab countries. salespeople should not use their left hand to hold. offer. or receive materials. AN ! 0 #$%! pg. 1&7

+'. 0he purpose of sales orientation training is to teach salespeople how to use time and effort for ma,imum work efficiency. AN ! % +1. #$%! pg. 1&7

elf1management refers to an individual9s effort to control certain aspects of others9 decision making and behavior. AN ! % #$%! pg. 14'

+(.

alespeople trained in self1management are likely to increase their short1term performance. but not their long1term performance. AN ! % #$%! pg. 14'

++. A common sales training objective might be to minimize the salesforce turnover rate. AN ! 0 #$%! pg. 14'

+/. *y setting specific sales training objectives. the sales manager finds it easier to prioritize various training needs. AN ! 0 #$%! pg. 14'

+3. 0oday's sales manager has more alternatives for training the salesforce than the sales managers of the past. AN ! 0 #$%! pg. 14'

+&. In order to consider as many sales training alternatives as possible. it is recommended that the criteria used in screening them be fairly rela,ed. AN ! % +4. #$%! pg. 141

enior salespeople are often involved as sales trainers. AN ! 0 #$%! pg. 141

+5. 0raining in the field is best conducted by e,ternal sales consultants. AN ! % #$%! pg. 141

+7. :hen the sales manager does the training. or arranges for other company personnel to do it. it is easier to control the content of the program and to coordinate the training for ma,imum impact. AN ! 0 #$%! pg. 141

/'. 6ost training occurs in a location away from company premises. AN ! % #$%! pg. 141

/1. Hideo broadcasting and teleconferencing generally increase the costs of sales training. AN ! % #$%! pg. 14114(

/(. It is recommended that only one training method be used in the course of a training program in order to ensure continuity and avoid confusing the participants. AN ! % #$%! pg. 14(

/+. A salesperson involved in job rotation might work for a while as a customer service representative and then work as a distribution clerk. AN ! 0 #$%! pg. 14+

//. #ole playing is a good way to bolster an individual's self1confidence and improve his;her future performance. AN ! 0 #$%! pg. 14+

/3. Absorption training methods often include regularly scheduled e,ams and overnight homework assignments. AN ! % #$%! pg. 14/

/&. Although the Internet offers an effective media for sales training. it is very costly. AN ! % #$%! pg. 14/

/4. $lectronic media typically allow trainees to learn at their own pace in a risk free environment. AN ! 0 #$%! pg 14/

/5. It is relatively easy to measure the effectiveness of sales training. AN ! % #$%! pg. 14&

/7. $valuations can be made before. during. and after the sales training occurs. AN ! 0 3'. #$%! pg. 14&

ome research indicates that trainees who are satisfied with their training are more likely to retain and use what they learned. AN ! 0 #$%! pg. 144

31. According to a study of over &.''' sales professionals. participants in sales training remember only a third of what they learn within five weeks of the training. AN ! % #$%! pg. 144

3(. According to one study reported in the te,t. coaching by outside specialists is the most important method for reinforcing new sales skills. AN ! % #$%! pg 145

3+. According to one study. sharing sales methods and language with the sales team is the most important method for reinforcing new sales skills. AN ! 0 #$%! pg 145

3/. Ane catalyst for sales training concerning ethical and legal issues is product liability litigation. AN ! 0 33. #$%! pg. 145

alespeople would prefer to handle any ethical dilemmas on the job by themselves without having to consult their managers. AN ! % #$%! pg. 145

3&. It is legally permissible to use one product as bait to sell another product as long as the customer ends up satisfied. AN ! % #$%! pg. 147

34. As part of a list of legal reminders. salespeople are asked to avoid making promises that will be difficult or impossible to honor. AN ! 0 #$%! pg. 147