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55 Cards in this Set
- Front
- Back
TRUE or FALSE: According to the interview with Dr. Fred Hassan,Schering-Plough Primary Care each sales divisionshould focus on only one therapeutic area and not bedistracted with any other. |
FALSE |
|
TRUE or FALSE: According to the interview with Dr. Fred Hassan, youhave to differentiate the salesperson in the customer'smind - just like you differentiate brands. |
TRUE |
|
TRUE or FALSE: According to the interview with Dr. Fred Hassan,getting control of the top line is unnecessary tosucceed in the long term. |
FALSE |
|
TRUE or FALSE: According to the article, The Ultimately Accountable Job, acustomer champion, determines whetherthe online ordering system may require a redesign ofdirect sales strategies. |
FALSE |
|
TRUE or FALSE: according to the article, The Ultimately Accountable Job,a course connector collaborates with other functions toalign product development and sales strategies. |
FALSE |
|
TRUE or FALSE: According to the article, The Ultimately AccountableJob, a process guru ensures that sales process changesare integrated into daily sales activities. |
TRUE |
|
TRUE or FALSE: According to the article, The Ultimately AccountableJob, the evolving business world has forced CSOs todrop roles and avoid new ones so they can focus onONLY their core responsibility of driving top linegrowth. |
FALSE |
|
TRUE or FALSE: According to the article, The Ultimately AccountableJob, less than 5% of a CSO's time should be spentestablishing and communicating a clear course foraccomplishing the current year’s business plan. |
FALSE |
|
TRUE or FALSE: the context of article, The Ultimately AccountableJob, "CSO" stands for Chief Sales Officer |
TRUE |
|
According to the text, the most popular sales incentive is • plaques/rewards. • merchandise/gifts. • recognition dinners. • cash. • leisure trips/travel. |
CASH |
|
___________ rewards are those that are given in returnfor acceptable performance or effort. • Sales • Intrinsic • Noncompensation • Compensatory • Compensation |
compensation |
|
__________ implies that salespeople choose where theireffort will be spent among various job activities. • Degree. • Persistence. • Tenacity. • Intensity. • Direction. |
Direction |
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The importance of matching the abilities and needs ofsales recruits to the ________ cannot be overstated. • abilities and needs of the customer • requirements and desires of the company • requirements and rewards of the job • skills and requirements of the job • specifications and abilities of the company |
requirements and rewards of the job |
|
Expense account padding.... • is an expected activity and is generally ignored unless itis very blatant. • occurs very rarely as most salespeople are quite honest. • is considered a serious offense, which, if detected,often leads to termination of employment. • is so difficult to uncover that most companies simply donot try. • is viewed as a fringe benefit by most salespeople. |
is considered a serious offense, which, if detected, often leads to termination of employment. |
|
TRUE or FALSE: Boredom is a typical problem with sales jobs. |
False |
|
The amount of mental and physical effortput forth by the salesperson. |
intensity |
|
The extent to which the goal-directed effortis put forth over time. |
persistence |
|
When doing the job is inherently motivating |
intrinsic |
|
When rewards suchas pay and formalrecognition act asmotivators. |
extrinsic |
|
Organizational strategy that promotes giving managersfree rein with personal ethics applied only on anindividual basis, is part of this type of ethicalmanagement: • immoral management. • incorruptible management. • moral management. • amoral management. • unethical management. |
AMORAL |
|
__________ is associated with the right to be a leader,usually as a result of designated organizational roles. • Expert power • Referent power • Legitimate power • Reward power • Coercive power |
Legitmate |
|
In their dealings with salespeople, sales managers havebeen criticized for placing too much emphasis on • reward and coercive power. • legitimate and reward power. • coercive and referent power. • expert and referent power. • referent and coercive power. |
• reward and coercive power. |
|
_________ is based on the belief that one party canremove rewards and provide punishment to affectbehavior. • Expert power • Referent power • Legitimate power • Reward power • Coercive power |
Coercive |
|
When other salespeople believe that a salesmanager has valuable knowledge or skills in a givenarea, the sales manager is able to use • Expert power • Referent power • Legitimate power • Reward power • Coercive power |
expert |
|
Moral management would have what orientation toward the law? • Obedience to the letter and the spiritof the law; the law represents minimalethical behavior. • Law is the ethical guide; obedience to the letter of the law. • The central question is, "What can be done legally?" • Legal standards are barriers that management must overcome toaccomplish what it wants. • Prefer to operate within what the law mandates, if possible. |
• Obedience to the letter and the spirit of the law; the law represents minimal ethical behavior. |
|
TRUE or FALSE: Moral management actively incorporates moralconsiderations into all aspects of management. |
true |
|
TRUE OR FALSE: Immoral management disregards the morality orethical implications of management decisions andbehavior. |
true
|
|
An immoral manager would most likely follow thisorientation in meeting his/her organizational goals: |
• (E) profitability and organizational success at anyprice. |
|
The ultimate success of sales meetings depends onthe planning and execution of activities such as • (A) communicating with all parties before the meeting. • (B) checking site arrangements. • (C) preparing materials for the meeting. • (D) arranging for audiovisual support. • (E) all of the above. |
E |
|
Studies have shown that reciprocal trust betweensales managers and salespeople has a positiveeffect on the salesperson-sales managerrelationship. The research indicates positiverelationships between trust and all of the followingexcept • (A) job satisfaction. • (B) role conflict. • (C) satisfaction with the manager. • (D) a willingness to change. • (E) goal commitment. |
B |
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The ability to influence others to achieve common goals for the collective good of the sales organization and company |
sales leadership |
|
activities relating to the planning, implementing and controlling the sales function |
sales management |
|
activities related to working with sales subordinates on a day-to-day basis |
sales supervision |
|
Five Situational Contingency Factors |
1. Economic Conditions 2. Org. Culture 3. Urgency 4. Market Orientation 5. Other |
|
based on the belief that a person has valuable knowledge or skills in a given area |
Expert power |
|
based on the attractiveness of one party to another. May arise from friendship, role modeling, or perceived similarity of personal BG or viewpoints. |
Referent power |
|
associated with the right to be a leader, usually as a result of designated organizational roles |
Legit power |
|
stems from the ability of one party to reward the other party for a designated action |
reward power
|
|
based on a belief that a party can remove rewards and provide punishment to affect behavior |
coercive power |
|
Five Influence Strategies |
1. Threats 2. Promises 3. Manipulations 4. Relationships 5. Persuasion |
|
third parties are involved...not directly tied to the other forms of power as other forms of influence |
manipulation |
|
Threats goes with _____ power |
coercive |
|
Promises goes with ____ power |
reward |
|
Persuasion goes with which 2 types of power? |
Expert & referent |
|
Relationships goes with which 2 types of power? |
Referent and Legit |
|
management activity conforms to a standard of ethical or moral behavior; seeks profitability within the confines of legal & ethical standards |
MORAL management |
|
decisions lie outside the sphere to which moral judgements apply; seeks profitability w/o other goals considered |
AMORAL management |
|
seeks profitability and organizational success at any price; selfish. management cares only about its or the company's gains |
IMMORAL management |
|
ensuring that sales process changes are integrated into daily sales activities |
process guru |
|
determines whether the online ordering system may require a redesign of direct sales strategies |
organizational architect |
|
strengthens company's C-level relationship w/ customer by providing info about the latest developments on industry issues |
customer champion |
|
watching for subtle signs that sales strategies need to be retooled |
course corrector |
|
collaborates with other functions to align product development and sales strategies |
company leader |
|
a new sales division is required to support a new area |
TRADITIONAL |
|
the existing sales divisions can add a new area to the products they already carry |
SCHERING-PLOUGH PRIMARY CARE way of organizing |