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. 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.






2. A territory routing plan used when the territory is composed of a major metropolitan and the territory is split into a series of geometrical shapes reflecting each one's concentration and pattern of accounts






3. 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






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






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






6. Evaluation of the actual sales results salespeople achieve.






7. Meeting and or exceeding customer service expectations.






8. Evaluation of the activities salespeople perform in the generation of sales in completing non-selling responsibilities






9. The process of guiding one-self to do the right things and do them well






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






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






12. A performance evaluation approach that involves sales managers and individual salespeople working together on setting goals - giving feedback - reviewing - and rewarding






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






14. Independent sales organizations that sell complimentary - but noncompeting - products from different manufacturers; also called manufacturer's representatives or reps






15. 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.






16. 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.






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






18. Meetings in which the salesperson encourages the buyer to discuss tough issues - especially in areas where the salesperson's organization is providing less-than satisfactory performance






19. 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






20. '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.






21. The process of converting new customers into lifetime customers by continually adding value to the product.






22. An examination of the tasks - duties - and responsibilities of the sales job






23. 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






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






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






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






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






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






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






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






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






32. 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






33. Wireless broadband applications that enable users to view - create - and modify data on any internet capable device such as smartphones - netbooks - and laptops.






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






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






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






37. 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






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






39. Evaluates the results of combining sales and cost data to identify and assess sales organizational profitabilty






40. 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.






41. Activities that influence others to achieve shared goals to advance the organization






42. Involves the planning of sales messages and interactions with customers. sales strategy can be defined at three levels: for a group of customers such as a sales territory; for individual customers; and specific customer encounters - referred to as s






43. 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.






44. A written summary of the job






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






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






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






48. A system that dynamically links buyers and sellers into a rich communication network to establish and reinforce longterm - profitable relationships.






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






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