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 to create - assess - and interact with networks of contacts electronically






2. 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.






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






4. Something a salesperson sets out to accomplish






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






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






7. A territory routing plan in which - beginning in one cluster - the salesperson works each of the accounts at that location and then jumps to the next cluster






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






9. 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.






10. 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






11. 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.






12. 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.






13. A written summary of the job






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






15. 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.






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






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






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






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






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






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






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






23. '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.






24. 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






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






26. 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.






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






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






29. A method for analyzing accounts that is based on one single factor - typically the level of sales potential






30. 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






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






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. 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.






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






35. 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






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






37. 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






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






39. Meeting and or exceeding customer service expectations.






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






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






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






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






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






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






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






47. 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.






48. A salesperson's desire of selling a certain amount of product per each sales call in order to achieve account - territory - and personal goals






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






50. 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