PS Chapter 11: Sales Management and Sales 2.0 – Flashcards
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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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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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relationship strategy
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a determination of the type of relationship to be developed with different account groups
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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 a sales territory; for individual customers; and for specific customer encounters, referred to as sales calls.
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independent representatives or manufacturer representatives
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independent sales organizations that sell complimentary, but noncompeting, products from different manufacturers; also called manufacturer's representatives
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team selling
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the use of multiple-person sales teams in dealing with multiple-customer buying centers
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trade shows
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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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span of control
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the number of individuals who report to each sales manager
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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 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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job description
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a written summary of the job
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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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needs assessment
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activities undertaken to determine the extent to which the members of the salesforce possess the skills, attitudes, perceptions, and behaviors required to be successful
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sales leadership
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activities that influence others to achieve shared goals to advance the organization
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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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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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motivation
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composed of three dimensions: intensity, persistence, and direction
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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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leadership style
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a general orientation applied to leadership activities. Transactional and transformation leadership styles are two well-known leadership styles
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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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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 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 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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cost analysis
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assesses the 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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profitability analysis
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evaluates the results from combining sales and cost data to identify and assess sales organization profitability
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performance management
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a performance evaluation approach that involves sales managers and individual salespeople working together on setting goals, giving feedback, reviewing, and rewarding
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outcome-based evaluations
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evaluation of the actual sales results salespeople achieve
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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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behaviorally anchored rating scales (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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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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social networking
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the ability to create, access, and interact with networks of contacts electronically
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cloud computing
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combing applications, communications, and content into one digital "cloud" that can be easily accessed from many different devices