Question Question 1 of 40 2 5/ 2 5 Points Managers who rush through the hiring process and assume that they can fix any problems with a candidate during the

Question Question 1 of 40 2 5/ 2 5 Points Managers who rush through the hiring process and assume that they can fix any problems with a candidate during the training process: A have never gone through the process of attempting to train subpar employees B may find that the problems cannot be corrected and the hire is a mistake C will have to fire that employee eventually for incompetence D should not be in a managerial position with the company Question 2 of 40 2 5/ 2 5 Points The organization of a company’s sales force is most heavily influenced by: A the price customers are willing to pay for the product B the marketing department C the goals of the entire organization D the metrics set by the sales department Question 3 of 40 2 5/ 2 5 Points All of the following are elements that are likely to appear in a job description EXCEPT: A The age of the ideal candidate B The products or services the employee will be selling C The tasks and responsibilities of the job D The relationship between the employee and others in the organization Question 4 of 40 2 5/ 2 5 Points is a way to qualify applicants coming from newspaper advertisements? A Provide specific information about the job duties and personal characteristics needed so that applicants will qualify themselves B Ignore all resumes sent in without cover letters C Specify in the advertisement that only qualified applicants should send in resumes D Place the ads in as many newspapers as possible so you will receive as many applications as possible Question 5 of 40 2 5/ 2 5 Points The turnover rate for salespeople is: A approximately the same as the turnover rate for employees as a whole B slightly higher than the turnover rate for employees as a whole C much higher than the turnover rate for employees as a whole D slightly lower than the turnover rate for employees as a whole Question 6 of 40 2 5/ 2 5 Points After an applicant has accepted a position with a hiring company, what is the purpose of sending the new hire employee handbooks and company-branded materials such as pens and apparel and having current employees make contact with the new hire? A To let the new hire know the company has a budget for branded materials B To build commitment in the new hire C To show the new hire how he or she will be expected to treat valued customers D to ask the new hire to do a sample presentation on the product the first day of work Question 7 of 40 2 5/ 2 5 Points A job analysis is an analysis of the: A job market in the company’s industry B duties, behaviors, and activities of a person in a sales position C employees in the same job function within a company, comparing their performances D ways a given job in a company could be made more efficient Question 8 of 40 2 5/ 2 5 Points is the guiding idea behind the way companies structure their sales forces? A The sales force should support the marketing department and its goals B Buyers will be more satisfied if they can purchase what, when, and the way they want to C A happy salesperson will sell more for the company, so maximizing sales staff satisfaction is key D Fewer channels cause fewer complications, so choosing the simplest organizational structure is best Question 9 of 40 2 5/ 2 5 Points A break-even analysis is a calculation that s sales managers figure out: A whether it is more cost-effective to hire in-house salespeople or independent sales agents B the monthly commissions they pay to salespeople C which products have the highest margins for the company D how to structure the sales force for maximum efficiency Question 10 of 40 2 5/ 2 5 Points is one way a company can encourage its employees to refer their friends who are excellent candidates for sales positions? A Give extra vacation time to employees who give the names of qualified friends and family members B Offer a bonus to employees whose friends are hired and stay for at least a year C Encourage employees to invite friends and family members to company events D Ask employees to mention the company to career development offices at the colleges or universities they attended Question 11 of 40 2 5/ 2 5 Points is the first step in the process of selecting a candidate for a sales position? A Giving the candidate tests B Interviewing the candidate personally C Checking the candidate’s background information D Having the candidate fill out an application form Question 12 of 40 2 5/ 2 5 Points Changes in demographics mean that companies that want to attract and retain excellent candidates will need to institute corporate policies that: A provide flexibility and support for nontraditional families and older workers B support Spanish-speaking salespeople C require a higher percentage of new hires to be non-Anglo people D pay more into Social Security and FICA as the population gets older Question 13 of 40 2 5/ 2 5 Points In general, the more specialized the selling: A the more customers each salesperson will have B the shorter the sales process will take C the fewer salespeople one manager can manage D the less time each sale will take Question 14 of 40 2 5/ 2 5 Points A geographical sales structure: A organizes the sales force according to where salespeople live B organizes the sales force in teams of salespeople, each representing different regions C organizes sales territories by customer account D organizes sales territories by physical areas of the world Question 15 of 40 2 5/ 2 5 Points One of the biggest issues companies who use computerized sales must deal with in relation to their customers is: A avoiding sending salespeople to call on them in person B making sure that the email messages they send to customers are not experienced as spam C making products that appeal to customers who prefer to do business by computer D convincing salespeople to give their customer records to be inputted to computers Question 16 of 40 2 5/ 2 5 Points In a line organization reporting structure, the main disadvantage is that: A decision making is shared equally among all the management levels B salespeople are competing with each other for customers C salespeople have no idea who their managers report to D salespeople have little leeway to make on-the-spot decisions to keep customers happy Question 17 of 40 2 5/ 2 5 Points If a company is not finding enough applicants for sales positions, it is likely that: A the company is not a leader in the industry B the company needs to offer more training for new hires C the company has not analyzed the job effectively enough D the sources the company is using is a bad fit Question 18 of 40 2 5/ 2 5 Points A product sales structure assigns salespeople: A by geographical area B by size of the customer C according to product lines or divisions D according to seniority Question 19 of 40 0 0/ 2 5 Points The workload method of calculating the number of salespeople a company needs to hire: A asks salespeople to perform duties traditionally performed by other job functions B is logical in theory, but is impractical to calculate and implement C uses computations that are too difficult to be practical D takes into account the various duties of salespeople as well as the company’s goals Question 20 of 40 2 5/ 2 5 Points According to economic theory, sales managers should hire as many salespeople as possible: A until the market is saturated B until the salespeople feel too much competition in the workplace and become dissatisfied C as long as each salesperson sells more than he or she costs the company D as long as the salespeople are willing to work for the wages offered Part 2 of 2 – Question 21 of 40 2 5/ 2 5 Points At what time would an entire sales force, including both new hires and long-term employees, need training? A At the beginning of the fiscal year B At the end of a quarter with decreased sales C When a new product is rolled out D When a new sales manager is hired Question 22 of 40 2 5/ 2 5 Points Companies that ask new hires to do on-the-job training, or shadowing to shadow current sales reps, intend for the new hires to: A skip traditional training classes B model the behavior of the experienced salespeople C memorize everything the current sale rep does to replicate it perfectly D critique the current rep’s performance as part of a two-way training assessment Question 23 of 40 2 5/ 2 5 Points Which of the following is NOT one of the four types of feedback measure used to assess the success of a training program? A Reaction B Learning C Behaviors D Appraisal Question 24 of 40 2 5/ 2 5 Points Utility analysis is a method of examining the effectiveness of a training program that is: A constantly evolving to yield better statistical models B not useful in and of itself C an extension of the results-based measures of assessment D under further study Question 25 of 40 2 5/ 2 5 Points is a good training method for teaching complex skills in a face-to-face format? A Webinars B Role-playing exercises C Online self-paced sessions D Instructor-led lectures Question 26 of 40 0 0/ 2 5 Points All of the following are training methods that use the Iinternet EXCEPT: A wikis B webinars C video live on demand D podcasts Question 27 of 40 2 5/ 2 5 Points Once it is determined that an employee needs some kind of training, the manager should write: A to the training department to request it B up a disciplinary notice because the employee was not adequately prepared C back to the human resources department to follow up with them D an individualized training plan for the employee Question 28 of 40 2 5/ 2 5 Points In order to be able to develop, execute, and evaluate the training program, what has to be developed first? A The learning objectives for the training B The budget for the training C The list of trainers who will perform the training D The list of attendees who will attend the training Question 29 of 40 2 5/ 2 5 Points Some of the objectives of the training course should include: A memorization B computerized testing C teaching upper-level skills as well as lower- level skills from the cognitive/knowledge and affective/attitude categories D “hot-seating,” or asking students questions in class to test their knowledge of the material Question 30 of 40 2 5/ 2 5 Points The skills taught in Bloom’s affective/attitude categories could also be described as being: A preferences B intellectual options C analytical skills D social and communicative skills Question 31 of 40 2 5/ 2 5 Points are the three levels of information that need to be considered when determining training objectives? A Organizational, ability, and assessment B Organizational, sales, and ability C Organizational, task, and individual D Knowledge, task, and skills Question 32 of 40 2 5/ 2 5 Points Bloom’s cognitive/knowledge categories teach skills that all have to do with dealing with and processing: A information B analysis C intelligence D emotions Question 33 of 40 2 5/ 2 5 Points Instructor-led, in-person training can be flexible and a good way for trainees to network, but it can also be: A delivered on the Iinternet B condensed into podcasts or streaming video C the least expensive option for similar multiple trainings D boring and expensive to attend Question 34 of 40 2 5/ 2 5 Points is the most likely reason that companies run training programs that do not succeed? A The company did not set specific objectives for the programs, so the programs weren’t targeted correctly B The company could not convince new salespeople to attend the trainings C The company did not budget enough time and human capital for the training programs D The company did not budget enough money for the training programs Question 35 of 40 2 5/ 2 5 Points When salespeople give new technology an honest try but ultimately reject it, it is usually because: A they are too old to learn to use computers B they are afraid of things they don’t understand C they will not be penalized for refusing the technology D the technology is a poor fit for what the salespeople actually need Question 36 of 40 2 5/ 2 5 Points In the past, managers did not spend much time training new salespeople on ethics Now, training in ethics: A takes longer than training on basic sales techniques B is more extensive than training on what the product is C teaches salespeople to promote the ethical practices of the company to customers D exposes the questionable side of proper sales behavior Question 37 of 40 2 5/ 2 5 Points does “learning transfer” mean? A Learning transfer is another phrase for learning objective B Learning transfer means that what is learned in a training program is retained and then applied in the field C Learning transfer means that the trainer is able to effectively transfer what is in his or head into the minds of the salespeople in the training D A learning transfer is a center staffed with trainers and all the equipment needed to run a company’s software and train salespeople on it Question 38 of 40 2 5/ 2 5 Points A company that wants to prevent experienced salespeople from leaving the company at key career transition times can: A offer a higher commissions than any other salesperson receives B redistribute sales territories to give the salespeople key accounts C have individual meetings with each salesperson to try to convince them to stay D provide upper-level sales training for the salespeople right at those transition times to encourage them to stay Question 39 of 40 2 5/ 2 5 Points In order to develop an effective training program for sales employees, companies must first determine: A what is the actual need for training B who will receive the training C who will conduct the training D how the training will be delivered Question 40 of 40 2 5/ 2 5 Points A training assessment determines: A how well the training was conducted B how well the attendees retained what they learned in the training C how things could be improved for the next time D what topics need to be covered in a training program

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