Question 1

Audits are best conducted by people inside the organization because they know and understand the salesforce.

Accepted Answer

The answer of Audits are best conducted by people inside...

Question 2

Sales organization effectiveness is an overall assessment of how well the sales organization achieved its goals and objectives.

Accepted Answer

Sales organization effectiveness is the measure of the sales organization's success in achieving its goals and objectives.

Question 3

The ability to punish is a source of power.

Accepted Answer

The ability to inflict punishment on others is often seen as a form of power, as it can be used to control or manipulate behavior. This can be seen in various contexts, from international relations and politics to personal relationships and social interactions.

Question 4

Most sales organizations compensate salespeople with a combination of salary and commission.

Accepted Answer

Most sales organizations use a combination of salary and commission to motivate their salespeople to perform at their best and to reward them for their hard work and results. This compensation model provides a basic level of income to salespeople, while also giving them the potential to earn more based on their performance and results.

Question 5

Before conducting a sales analysis, a sales manager must specify the organizational level of analysis.

Accepted Answer

It is important for a sales manager to specify the organizational level of analysis before conducting a sales analysis. This helps in identifying the specific areas that need to be analyzed and how the analysis will be conducted. The organizational level can be at the individual, team, department or company level.

Question 6

Sales organization audits analyze the sales organization environment.

Accepted Answer

Sales organization audits are performed to analyze the sales organization environment, assess the current sales strategies and practices, and identify areas for improvement. The audit can include a review of sales processes, sales tools and technology, sales training, compensation and incentives, and sales team structure and roles. It helps organizations to identify gaps and weaknesses in their sales organization and develop strategies to improve sales performance.

Question 7

Because they are not managers, salespeople can never possess any real power.

Accepted Answer

Salespeople may not have the same level of formal authority as managers, but they do have the power to influence customers, negotiate deals, and drive revenue for their company. In fact, top-performing salespeople often have a great deal of leverage and can command respect and autonomy within their organization.

Question 8

Sales managers are almost always good at coaching their salespeople.

Accepted Answer

While some sales managers are excellent coaches, not all sales managers possess the necessary coaching skills or prioritize coaching as a crucial aspect of their role. It ultimately depends on individual managers' training, experience, and leadership style.

Question 9

Brandi is a sales manager focusing on outcomes. She motivates her salespeople by offering rewards for good performance and threatening punishments for poor performance. Sandy has a transformational leadership style.

Accepted Answer

Brandi has a transactional leadership style, which focuses on rewards and punishments for performance. Sandy, on the other hand, has a transformational leadership style, which focuses on inspiring and empowering employees to achieve their full potential.

Question 10

Brandi is a sales manager focusing on outcomes. She motivates her salespeople by offering rewards for good performance and threatening punishments for poor performance. Sandy has a transactional leadership style.

Accepted Answer

Brandi's motivation techniques of offering rewards and punishments are characteristic of a transactional leadership style. Sandy's leadership style is not mentioned in the statement.

Question 11

Good sales managers reward all desired job outcomes or behaviors.

Accepted Answer

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Question 12

"Performance management" and "360-degree feedback" are essentially the same.

Accepted Answer

Performance management is a broader term that includes a range of activities aimed at improving employee performance, while 360-degree feedback is a specific tool used within performance management to collect feedback from multiple sources (e.g. supervisors, peers, subordinates) on an employee's performance.

Question 13

Sales leadership that focuses on the relationship between the sales manager and each individual salesperson within the work unit is referred to as Leader-Member Exchange (LME).

Accepted Answer

LME, or Leader-Member Exchange, is a theory of sales leadership that emphasizes the individual relationship between the sales manager and each salesperson in their work unit.

Question 14

Good sales managers should be reluctant to use one or more sources of power.

Accepted Answer

Good sales managers should not be reluctant to use any appropriate sources of power to motivate and lead their team towards achieving performance goals. However, they should also recognize the importance of using a mix of power sources, including expert power, referent power, reward power, coercive power and legitimate power, in a balanced and ethical manner to build trust, promote collaboration, and create a positive work culture.

Question 15

The disadvantage of the sales organization audit is that it fails to identify the causes of problems identified through the process.

Accepted Answer

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Question 16

A sales organization audit is a systematic approach for evaluating sales organization effectiveness.

Accepted Answer

A sales organization audit is indeed a systematic approach for evaluating sales organization effectiveness. It involves assessing various aspects of the sales organization, such as its structure, processes, people, technology, and performance metrics, to identify areas of strengths, weaknesses, opportunities, and threats. The audit results can help sales leaders make data-driven decisions to improve sales performance, productivity, and profitability.

Question 17

A sales analysis is another name for a cost analysis.

Accepted Answer

A sales analysis focuses on analyzing sales data, trends, and performance to make informed decisions and improve sales strategies. A cost analysis, on the other hand, focuses on analyzing the costs associated with producing goods or services to identify ways to reduce expenses and increase profitability. While they are related, they are not the same thing.

Question 18

To be an effective coach, sales managers should encourage salespeople to evaluate themselves.

Accepted Answer

Encouraging salespeople to evaluate themselves helps them identify their strengths and weaknesses, which can lead to targeted improvement efforts and ultimately better performance. It also fosters a sense of ownership and accountability for their results.

Question 19

A sales analysis examines (estimated) future sales performance.

Accepted Answer

A sales analysis involves evaluating past sales trends and market conditions to predict future sales performance.

Question 20

A growing trend in evaluating salesperson performance is the use of 360-degree feedback.

Accepted Answer

360-degree feedback involves gathering feedback from multiple sources, including managers, peers, subordinates, and customers, to evaluate an individual's performance. This approach is increasingly being used in evaluating salesperson performance as it provides a more comprehensive understanding of a salesperson's strengths and weaknesses.

Quiz 11: Sales Management and Sales 2.0