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Test your basic knowledge |
Professional Selling
Start Test
Study First
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. 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
service motivation
critical encounters
major city routing plan
building goodwill
2. A salesperson's desire of selling a certain amount of product to one customer or account in order to acheive territory and personal goals
account goal
goals and objectives
internal relationships
relationship strategy
3. 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
cloud computing
span of control
social networking
selling strategy
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
job analysis
sales management
cost analysis
span of control
5. 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.
reward system management
resilience
behavior-based evaluations
cloud computing
6. A determination of the type of relationship to be developed with different account groups
sales planning
relationship strategy
personal goals
straight line routing plan
7. A salesperson's desire to sell a certain amount of product within an area or territory in order to achieve personal goals.
territory goal
service motivation
sales supervision
coaching
8. Examines the sales organization's past - current - and future sales performance in comparison to projections - competition and industry sales
assessment center
building goodwill
mobile salesperson CRM solutions
sales analysis
9. An examination of the tasks - duties - and responsibilities of the sales job
needs assessment
sales analysis
job analysis
sales organization effectiveness
10. Activities undertaken to determine the extent to which the members of the salesforce possess the skills - attitude - perceptions - and behaviors required to be successful
goals and objectives
needs assessment
job qualifications
extranet
11. Independent sales organizations that sell complimentary - but noncompeting - products from different manufacturers; also called manufacturer's representatives or reps
independent representatives or manufacturer representatives
adding value
building goodwill
know
12. 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
sales organization audit
assessment center
job description
account targeting strategy
13. The salesperson applies relevant understanding and insight to create value-added interactions and generate relationships between the salesperson and buyer.
external relationships
relate
collaborative involvement
independent representatives or manufacturer representatives
14. Activities that influence others to achieve shared goals to advance the organization
territory goal
cloverleaf routing plan
personal goals
sales leadership
15. The process of improving a product or service for the customer.
account classification
leadership style
external relationships
adding value
16. An overall assessment of how well the sales organization achieved its goals and objectives
selling technology and automation
intranet
sales organization effectiveness
relate
17. How well salespeople perform the activities necessary to carry out their sales responsibilities as well as their results and contributions to organizational objectives
account targeting strategy
cloverleaf routing plan
major city routing plan
salesperson performance
18. A system that dynamically links buyers and sellers into a rich communication network to establish and reinforce longterm - profitable relationships.
independent representatives or manufacturer representatives
selling technology and automation
customer relationship management (CRM)
service quality
19. A written summary of the job
motivation
sales 2.0
job description
job qualifications
20. 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.
job description
reward system management
high-tech sales support offices
behavior-based evaluations
21. Meeting and or exceeding customer service expectations.
resilience
service quality
goals and objectives
sales organization audit
22. Proprietary computer networks created by an organization for use by the organization's customers or suppliers and linked to the organization's internal systems - informational databases - and intranet.
span of control
extranet
service strategy
straight line routing plan
23. A salesperson's individual desired accomplishments - such as achieving a desired annual income over a specific period of time
personal goals
high-tech sales support offices
job analysis
territory goal
24. The number of individuals that report to each sales manager
adding value
collaborative involvement
span of control
360-degree feedback
25. An organization's dedicated and proprietary computer network offering passwordcontrolled access to people within and outside the organization (e.g. - customers and suppliers).
job description
leadership style
trade show
intranet
26. '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.
personal goals
independent representatives or manufacturer representatives
needs assessment
deal analytics
27. A two-way flow of information between salesperson and customer.
behavior-based evaluations
interact
communication
job qualifications
28. 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.
coaching
collaborative involvement
leapfrog routing plan
span of control
29. The use of multiple-person sales teams in dealing with multiple-person customer buying centers
social networking
team selling
cloverleaf routing plan
extranet
30. The process of scheduling activities that can be used as a map for achieving objectives
sales 2.0
resilience
leapfrog routing plan
sales planning
31. 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.
sales supervision
single factor analysis
behaviorally anchored rating scale (BARS)
building goodwill
32. 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
deal analytics
adding value
assessment center
salesperson performance
33. Combining applications - communications - and content into one digital 'cloud' that can be easily accessed from many different devices
field sales managers
cloud computing
360-degree feedback
sales leadership
34. The process of placing existing customers and prospects into categories based on their potential as a customer
straight line routing plan
outcome-based evaluations
territory analysis
account classification
35. The process of guiding one-self to do the right things and do them well
needs assessment
relationship strategy
self-leadership
performance management
36. Skills salespeople must learn to build internal partnerships that translate into increased sales and organizational performance
behaviorally anchored rating scale (BARS)
self-leadership
coaching
teamwork skills
37. Involves performance assessment of a salesperson from multiple source having a relationship with the salesperson
360-degree feedback
independent representatives or manufacturer representatives
service strategy
job analysis
38. 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
cloud computing
straight line routing plan
motivation
cloverleaf routing plan
39. A method for analyzing accounts that allow two factors to be considered simultaneously
job analysis
portfolio analysis
sales planning
360-degree feedback
40. Sales managers working with subordinates - including sales people and sales staff - on an ongoing basis
360-degree feedback
sales supervision
team selling
territory goal
41. 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.
outcome-based evaluations
connect
resilience
goals and objectives
42. The salesperson coordinates and interprets the information gathered through buyer-seller contact and collaboration to develop insight regarding the buyer's changing situation - needs - and expectations.
know
relationship strategy
leapfrog routing plan
cloverleaf routing plan
43. Selection and administration of organizational rewards to encourage salespeople to achieve organizational objectives
service motivation
sales call goal
reward system management
outcome-based evaluations
44. 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
communication
motivation
selling technology and automation
team selling
45. 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.
interact
performance management
major city routing plan
team selling
46. A comprehensive - systematic approach for evaluating sales organization effectiveness - which provides management with diagnostic as well as prescriptive information
selling strategy
sales planning
sales analysis
sales organization audit
47. Wireless broadband applications that enable users to view - create - and modify data on any internet capable device such as smartphones - netbooks - and laptops.
mobile salesperson CRM solutions
territory analysis
behavior-based evaluations
profitability analysis
48. A plan in which a salesperson identifies his or her business and customers - what the customers want - and what is important to them.
teamwork skills
outcome-based evaluations
relate
service strategy
49. Managing an organization's personal selling function to include planning - implementing - and controlling the sales management process
independent representatives or manufacturer representatives
deal analytics
sales management
sales leadership
50. A general orientation applied to leadership activities - Transactional and transformational leadership styles are two well known leadership styles
leadership style
high-tech sales support offices
team selling
account goal