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






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






3. Sales managers who have salespeople reporting directly to them and spend a considerable amount of time working with salespeople in their respective territories






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






5. Something a salesperson sets out to accomplish






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






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






8. 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.






9. 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






10. A written summary of the job






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






12. 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.






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






14. Relationships salespeople have with other individuals in their own company






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






16. 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.






17. 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






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






19. 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






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






21. Combining applications - communications - and content into one digital 'cloud' that can be easily accessed from many different devices






22. Evaluation of the actual sales results salespeople achieve.






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






24. 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.






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






26. Managing an organization's personal selling function to include planning - implementing - and controlling the sales management process






27. Meeting and or exceeding customer service expectations.






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






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






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






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






32. 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.






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






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






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






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






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






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






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






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






41. 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






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






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






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






45. 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






46. 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






47. 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.






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






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






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