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. 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.






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






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






5. Evaluation of the actual sales results salespeople achieve.






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






7. 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






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






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






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






11. Something a salesperson sets out to accomplish






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






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






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






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






16. 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.






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






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






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






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






21. A salesperson's desire of selling a certain amount of product to one customer or account in order to acheive territory and personal goals






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






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






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






25. 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.






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






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






28. 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






29. '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.






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






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






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






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






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






35. Involves performance assessment of a salesperson from multiple source having a relationship with the salesperson






36. 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






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






38. A written summary of the job






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






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






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.






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






43. 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.






44. 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.






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






46. 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.






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






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






49. 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






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