Chapter 11 – Sales management and sales 2.0

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360-degree feedback
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Involves performance assessments of a salesperson from multiple sources having a relationship with the salesperson
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Account targeting strategy
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The classification of accounts within a target market into categories for the purpose of developing strategic approaches for selling to each account or account group
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Assessment center
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Systematic use of several assessment tools such as presentations, role playing exercises, group discussion, and business game simulations to identify candidate strengths and weaknesses relative to job qualifications or for employee development
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Behaviorally anchored rating scale (BARS)
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A performance evaluation method with the ability to link salesperson behaviors with specific outcomes and allow managers to indicate the level of behavior a specific salesperson has achieved
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Behavior-based evaluations
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Evaluation of the activities salespeople perform in the generation of sales and in completing non-selling responsibilities
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Cloud computing
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Combining applications, communications, and content into one digital “cloud” that can be easily accessed from many different devices
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Coaching
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Sales managers focus on continual development of salespeople through provision of feedback and serving as a role model
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Cost analysis
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Assesses costs the sales organization incurs in the process of generating sales by comparing incurred costs with the planned costs in sales budgets
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Field sales managers
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Sales managers who have salespeople reporting directly to them and spend a considerable amount of time working with salespeople in their respective territories
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Independent representatives or manufacturer representatives
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Independent sales organizations that sell complementary, but noncompeting, products from different manufactures; also called manufacturer’s representatives or reps
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Job analysis
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An examination of the tasks, duties, and responsibilities of the sales job
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Job description
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A written summary of the job
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Job qualifications
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Indicate the aptitude skills, knowledge, personal traits, and willingness to accept occupational conditions to perform the job
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Leadership style
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A general orientation applied to leadership activities. Transactional and transformational leadership styles are two well-known leadership styles
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Motivation
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Composed of three dimensions: intensity, persistence, and direction. Intensity is the amount of effort expended, persistence is the ongoing choice to expend effort, and direction refers to how salespeople spend their time on the job
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Needs assessment
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Activities undertaken to determine the extent to which the members of salesforce possess the skills, attitudes, perceptions, and behaviors required to be successful
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Outcome-bases evaluations
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Evaluation of the actual sales results salespeople achieve
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Performance management
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A performance evaluations approach that involves sales managers and individual salespeople working together on setting goals, giving feedback, reviewing, and rewarding
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Profitability analysis
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Evaluates the results from combining sales and cost data do identify and assess organization profitability
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Relationship strategy
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A determination of the type of relationship to be developed with different account groups
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Reward system management
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Selection and administration of organizational rewards to encourage salespeople to achieve organizational objectives
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Sales 2.0
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The use of customer-driven processes enabled by the latest Web technology to co-create value with customers
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Sales analysis
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Examines the sales organization’s past, current, and future sales performance in comparison to projections, competition, and industry sales
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Sales leadership
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Activities that influence others to achieve shared goals to advance the organiztion
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Sales management
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Managing an organization’s personal selling function to include planning, implementing, and controlling the sales management process
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Sales organization audit
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A comprehensive, systematic approach for evaluating sales organization effectiveness, which provides management with diagnostic as well as prescriptive information
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Sales organization effectiveness
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An overall assessment of how well the sales organization achieved its goals and objectives
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Salesperson performance
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How well salespeople perform the activities necessary to carry out their sales responsibilities as well as their results and contributions to organizational objectives
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Sales supervision
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Sales managers working with subordinates, including salespeople and sales staff, on an ongoing basis
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Selling strategy
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Involves the planning of sales messages and interactions with customers. Selling strategy can be defined at three levels: for a group of customers, such as sales territory; for individual customers; and for specific customer encounters, referred to as sales calls
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Social networking
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The ability to create access, and interact with networks of contacts electronically
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Span of control
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The number of individuals who report to each sales manager
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Team selling
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The use of multiple-person sales teams in dealing with multiple-person customer buying centers
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Trade show
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Generally industry-sponsored events in which companies use a booth to promote products and/or services to potential and existing customers

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