Test your basic knowledge |

Professional Selling

Subject : business-skills
Instructions:
  • Answer 50 questions in 15 minutes.
  • If you are not ready to take this test, you can study here.
  • Match each statement with the correct term.
  • Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Systematic use of several assessment tools such as presentations - role play exercises - group discussion - and business game simulations to identify candidate strengths and weaknesses relative to job qualifications or for employee development






2. Activities undertaken to determine the extent to which the members of the salesforce possess the skills - attitude - perceptions - and behaviors required to be successful






3. Meeting and or exceeding customer service expectations.






4. A territory routing plan in which the sales person works a different part of the territory and travels in a circular loop back to the starting point.






5. Indicate the aptitude - skills - knowledge - personal traits - and willingness to accept occupational conditions to perform the job






6. Tools that streamline the selling process - generate improved selling opportunities - facilitate cross-functional teaming and intraorganizational communication - and enhance communication and follow-up with customers






7. Sales managers focus on continual development of salespeople through provision of feedback and serving as a role model






8. 'Smart' sales force automation tools that analyze data on past customer behavior - cross-selling opportunities - and demographics to identify areas of opportunity and high customer interest.






9. The ability to create - assess - and interact with networks of contacts electronically






10. The process of scheduling activities that can be used as a map for achieving objectives






11. The classification of accounts within a target market into categories for the purpose of developing strategic approaches to selling to each account or account group






12. The use of customer-driven processes enabled by the latest web technology to co-create value with customers






13. The process of placing existing customers and prospects into categories based on their potential as a customer






14. A salesperson's individual desired accomplishments - such as achieving a desired annual income over a specific period of time






15. Composed of three dimension: intensity - persistence - and direction. Intensity is the amount of effort expended - persistence the the ongoing choice to expend effort - and direction refers to how salespeople spend their time on the job






16. The salesperson acts to maximize the number of critical encounters with buyers in order to encourage effective dialogue and involvement between the salesperson and buyer.






17. The salesperson maintains contact with the multiple individuals in the buying organization influencing purchase decisions and manages the various touch points the customer has in the selling organization to ensure consistency in communication.






18. A salesperson's desire of selling a certain amount of product per each sales call in order to achieve account - territory - and personal goals






19. Generally industry sponsored events in which companies use a booth to promote products and/or services to potential and existing cudtomers






20. A comprehensive - systematic approach for evaluating sales organization effectiveness - which provides management with diagnostic as well as prescriptive information






21. Assesses costs the sales organization incurs in the process of generating sales by comparing incurred costs with the planned costs in the sales budget






22. A plan in which a salesperson identifies his or her business and customers - what the customers want - and what is important to them.






23. A general orientation applied to leadership activities - Transactional and transformational leadership styles are two well known leadership styles






24. The process of improving a product or service for the customer.






25. An overall assessment of how well the sales organization achieved its goals and objectives






26. The desire of a salesperson to serve customers each day.






27. A method for analyzing accounts that allow two factors to be considered simultaneously






28. A written summary of the job






29. Relationships salespeople build with customers outside the organization and working environment






30. A territory routing plan in which the salesperson begins at the office and moves in an expanding pattern of concentric circles that spiral across the territory






31. Selection and administration of organizational rewards to encourage salespeople to achieve organizational objectives






32. The salesperson applies relevant understanding and insight to create value-added interactions and generate relationships between the salesperson and buyer.






33. A way to build on buyer-salesperson relationships in which the buyer's organization and the salesperson's organization join together to improve an offering.






34. Examines the sales organization's past - current - and future sales performance in comparison to projections - competition and industry sales






35. Offices set up at multiple locations where salespeople can access the wide range of selling technology that could be easily carried on a notebook or laptop computer.






36. A salesperson's desire to sell a certain amount of product within an area or territory in order to achieve personal goals.






37. The process of surveying an area to determine customers and prospects who are most likely to buy






38. Something a salesperson sets out to accomplish






39. The ability of a salesperson to get knocked down several times a day by a customer's verbal assault (i.e. - complaint) and get right back up with a smile and ask for more.






40. Evaluation of the actual sales results salespeople achieve.






41. 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.






42. The number of individuals that report to each sales manager






43. A territory routing plan in which salespeople start from their offices and make calls in one direction until they reach the end of the territory






44. The use of multiple-person sales teams in dealing with multiple-person customer buying centers






45. Sales managers working with subordinates - including sales people and sales staff - on an ongoing basis






46. Skills salespeople must learn to build internal partnerships that translate into increased sales and organizational performance






47. A determination of the type of relationship to be developed with different account groups






48. A territory routing plan in which - beginning in one cluster - the salesperson works each of the accounts at that location and then jumps to the next cluster






49. How well salespeople perform the activities necessary to carry out their sales responsibilities as well as their results and contributions to organizational objectives






50. An organization's dedicated and proprietary computer network offering passwordcontrolled access to people within and outside the organization (e.g. - customers and suppliers).