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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. 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.
connect
sales organization audit
leadership style
single factor analysis
2. Something a salesperson sets out to accomplish
assessment center
leadership style
goals and objectives
deal analytics
3. 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.
motivation
team selling
resilience
territory analysis
4. 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
service strategy
intranet
selling technology and automation
resilience
5. The process of improving a product or service for the customer.
territory goal
selling technology and automation
personal goals
adding value
6. 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
360-degree feedback
leapfrog routing plan
assessment center
selling strategy
7. 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.
high-tech sales support offices
communication
leapfrog routing plan
behaviorally anchored rating scale (BARS)
8. 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 quality
personal goals
cloverleaf routing plan
critical encounters
9. 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.
circular routing plan
communication
leapfrog routing plan
collaborative involvement
10. A method for analyzing accounts that is based on one single factor - typically the level of sales potential
account goal
single factor analysis
job description
coaching
11. The use of customer-driven processes enabled by the latest web technology to co-create value with customers
span of control
high-tech sales support offices
circular routing plan
sales 2.0
12. Skills salespeople must learn to build internal partnerships that translate into increased sales and organizational performance
intranet
service motivation
teamwork skills
sales leadership
13. A method for analyzing accounts that allow two factors to be considered simultaneously
cost analysis
customer relationship management (CRM)
territory analysis
portfolio analysis
14. '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.
high-tech sales support offices
deal analytics
portfolio analysis
territory goal
15. A performance evaluation approach that involves sales managers and individual salespeople working together on setting goals - giving feedback - reviewing - and rewarding
social networking
service strategy
sales supervision
performance management
16. The process of placing existing customers and prospects into categories based on their potential as a customer
territory goal
sales analysis
account classification
sales leadership
17. Sales managers who have salespeople reporting directly to them and spend a considerable amount of time working with salespeople in their respective territories
field sales managers
sales management
interact
intranet
18. Examines the sales organization's past - current - and future sales performance in comparison to projections - competition and industry sales
customer relationship management (CRM)
territory goal
collaborative involvement
sales analysis
19. A comprehensive - systematic approach for evaluating sales organization effectiveness - which provides management with diagnostic as well as prescriptive information
sales organization audit
circular routing plan
job qualifications
360-degree feedback
20. Evaluates the results of combining sales and cost data to identify and assess sales organizational profitabilty
job analysis
sales analysis
performance management
profitability analysis
21. A salesperson's desire of selling a certain amount of product per each sales call in order to achieve account - territory - and personal goals
goals and objectives
sales call goal
single factor analysis
account classification
22. A general orientation applied to leadership activities - Transactional and transformational leadership styles are two well known leadership styles
self-leadership
leadership style
sales leadership
field sales managers
23. Evaluation of the activities salespeople perform in the generation of sales in completing non-selling responsibilities
sales planning
extranet
behavior-based evaluations
personal goals
24. 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.
account targeting strategy
collaborative involvement
relate
interact
25. Managing an organization's personal selling function to include planning - implementing - and controlling the sales management process
customer relationship management (CRM)
trade show
mobile salesperson CRM solutions
sales management
26. An overall assessment of how well the sales organization achieved its goals and objectives
sales organization effectiveness
needs assessment
job description
sales analysis
27. A written summary of the job
social networking
sales management
intranet
job description
28. 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.
collaborative involvement
circular routing plan
internal relationships
extranet
29. The process of surveying an area to determine customers and prospects who are most likely to buy
selling technology and automation
assessment center
selling strategy
territory analysis
30. The number of individuals that report to each sales manager
teamwork skills
job qualifications
span of control
sales organization effectiveness
31. Relationships salespeople have with other individuals in their own company
sales management
internal relationships
trade show
coaching
32. A salesperson's desire to sell a certain amount of product within an area or territory in order to achieve personal goals.
territory goal
reward system management
communication
territory analysis
33. 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.
cloud computing
sales organization audit
portfolio analysis
cloverleaf routing plan
34. Meeting and or exceeding customer service expectations.
customer relationship management (CRM)
service quality
circular routing plan
cost analysis
35. Activities undertaken to determine the extent to which the members of the salesforce possess the skills - attitude - perceptions - and behaviors required to be successful
behavior-based evaluations
sales organization audit
extranet
needs assessment
36. A plan in which a salesperson identifies his or her business and customers - what the customers want - and what is important to them.
sales organization audit
service strategy
job analysis
personal goals
37. 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
behavior-based evaluations
straight line routing plan
customer relationship management (CRM)
behaviorally anchored rating scale (BARS)
38. An organization's dedicated and proprietary computer network offering passwordcontrolled access to people within and outside the organization (e.g. - customers and suppliers).
service quality
sales organization audit
salesperson performance
intranet
39. Combining applications - communications - and content into one digital 'cloud' that can be easily accessed from many different devices
social networking
cloud computing
self-leadership
salesperson performance
40. A system that dynamically links buyers and sellers into a rich communication network to establish and reinforce longterm - profitable relationships.
customer relationship management (CRM)
outcome-based evaluations
external relationships
service motivation
41. A salesperson's individual desired accomplishments - such as achieving a desired annual income over a specific period of time
reward system management
personal goals
job qualifications
cloud computing
42. 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
account targeting strategy
collaborative involvement
sales call goal
sales 2.0
43. 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
360-degree feedback
straight line routing plan
major city routing plan
sales call goal
44. An examination of the tasks - duties - and responsibilities of the sales job
straight line routing plan
self-leadership
job analysis
service strategy
45. Independent sales organizations that sell complimentary - but noncompeting - products from different manufacturers; also called manufacturer's representatives or reps
independent representatives or manufacturer representatives
collaborative involvement
account goal
interact
46. The process of converting new customers into lifetime customers by continually adding value to the product.
building goodwill
teamwork skills
portfolio analysis
sales organization audit
47. 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.
needs assessment
portfolio analysis
know
cost analysis
48. A salesperson's desire of selling a certain amount of product to one customer or account in order to acheive territory and personal goals
service motivation
know
behavior-based evaluations
account goal
49. A two-way flow of information between salesperson and customer.
communication
mobile salesperson CRM solutions
connect
coaching
50. Sales managers focus on continual development of salespeople through provision of feedback and serving as a role model
outcome-based evaluations
coaching
sales organization audit
cloverleaf routing plan