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Question 1 of 20 5.0 PointsThe program for auditing the sales force organization includes which of the following areas? A. Geographical environment B. Sales manager’s educational level C. Sales force members’ educational levels D. Overall sales force performance Reset SelectionMark for Review What's This? Question 2 of 20 5.0 PointsIt is most advisable for a sales manager to schedule an audit: A. only after some major problem has emerged. B. when competition becomes fierce. C. at least quarterly. D. at least annually. Reset SelectionMark for Review What's This? Question 3 of 20 5.0 PointsOf the following, __________ will be the most reliable, accurate, and important single source of sales information. A. warranty cards B. salesperson’s call reports C. customer invoices D. salesperson's expense reports Reset SelectionMark for Review What's This? Question 4 of 20 5.0 PointsAlma Molloy has recently been promoted to sales manager for a medium-sized consumer products wholesaler. She wants to find out the names of prospects and customers being called on, products sold, terms of sale, methods of payment, and mode of shipment. Which of the following sources of sales information will be most helpful to Ms. Molloy? A. Consumer diaries and salespersons’ expense accounts B. Sales invoices and salespersons’ call reports C. Individual customer and prospect records and warranty cards D. Warranty cards and store audits Reset SelectionMark for Review What's This? Question 5 of 20 5.0 PointsWhen deciding at what organizational level the sales analysis will be conducted, the following factor is not considered: A. region. B. territory. C. organizational hierarchy. D. district. Reset SelectionMark for Review What's This? Question 6 of 20 5.0 Points__________ provide basic demographic data on customers, location of purchases, prices paid, reasons for purchases, and service expected. A. Warranty cards B. Consumer diaries C. Salesperson’s call reports D. Sales invoices Reset SelectionMark for Review What's This? Question 7 of 20 5.0 PointsThe first figures studied in sales analysis are: A. sales volume. B. sales costs. C. direct selling costs. D. indirect selling costs. Reset SelectionMark for Review What's This? Question 8 of 20 5.0 PointsIt is important that all sales managers understand the “iceberg principle” because it states that: A. analogous to the invisible 90 percent of floating icebergs which can sink mighty ships (like the Titanic), favorable total sales figures can hide unprofitable market segments and unproductive sales activities. B. large numbers of the sales force are not very productive compared to what they could be since their sales managers are cold, aloof, and insensitive to their individual needs, i.e., they act much like a floating iceberg. C. like a floating iceberg, some salespeople will initially rise above the others due to their self-promotion efforts and flamboyance, yet it is the hardworking average salesperson who makes up the vast ocean of successful salespeople. D. many salespeople merely float near the surface, somewhat like icebergs, without ever attempting any in-depth penetration of their markets to obtain larger sales. Reset SelectionMark for Review What's This? Question 9 of 20 5.0 PointsWith regard to collecting sales data, all of the following are true EXCEPT: A. sales figures are usually reported in both dollars and units. B. sales data are frequently subcategorized by territories. C. sales data are frequently subcategorized by customer class. D. sales data by territory typically cannot be subdivided any further. Reset SelectionMark for Review What's This? Question 10 of 20 5.0 PointsThe relationship between inputs (marketing efforts) and outputs (sales goals or results) is known as input-output efficiency—a measure of sales organization efficiency. From the data given below, what is the efficiency ratio?Data: (1) 3,000 sales calls at $100 (2) 5,000 telephone calls at $1 (3) 15 trade magazine advertisements at $1,000 (4) Sell 2,000 new office machines ($1,000 each) @ $500 gross margin A. 2.000 B. 3.125 C. 5.150 D. 8.500 Reset SelectionMark for Review What's This? Question 11 of 20 5.0 PointsCosts that do not change with sales volume are known as: A. functional costs. B. indirect costs. C. fixed costs. D. sunk costs. Reset SelectionMark for Review What's This? Question 12 of 20 5.0 PointsRelative to the analysis of sales volume, costs, and profits, traditional income statements can be considered as: A. extremely beneficial. B. direct and to the point. C. limited value because they fail to reveal the costs of performing different marketing activities. D. the basic tool of analysis. Reset SelectionMark for Review What's This? Question 13 of 20 5.0 PointsMarketing cost analysis: A. studies total sales volume first. B. adds sales revenue to various market segments or organizational units. C. investigates the costs incurred and profits generated from sales volume. D. is performed entirely by the headquarters marketing team. Reset SelectionMark for Review What's This? Question 14 of 20 5.0 PointsThe “concentration principle” suggests that: A. favorable total sales figures can easily hide unprofitable market segments. B. the major portion of any organization’s sales, costs, or profits comes from a small proportion of business segments. C. target markets with high potential are concentrated in sparsely populated geographical areas. D. sales force efforts should be concentrated on only one type of customer. Reset SelectionMark for Review What's This? Question 15 of 20 5.0 PointsFor a particular product line, sales during the past year were about $15,000,000, cost of goods sold were $10,000,000, sales expenses were $1,200,000, and fixed costs were $2,000,000. What was the product line’s contribution margin for the year? A. $13,800,000 B. $3,800,000 C. $5,000,000 D. $3,000,000 Reset SelectionMark for Review What's This? Question 16 of 20 5.0 PointsWith regard to the full costs versus contribution margin controversy, which of the statements below is INCORRECT? A. Under the full costs (or net profit) approach, all cost must be assigned in order to determine actual profit. B. The contribution margin approach claims that only costs that are controllable and traceable to a particular segment should be subtracted from the revenue produced by that segment. C. In marketing costs analysis, the trend in marketing profitability factors the full-cost approach. D. With the contribution margin approach, costs are classified as either variable or fixed, then all the variable costs are deducted from sales to determine a given segment’s contribution margin. Reset SelectionMark for Review What's This? Question 17 of 20 5.0 PointsWhich of the following approaches considers the interrelationships among marketing activities and the synergism of their efforts? A. The marketing costs approach B. The input-output efficiency approach C. The full-cost approach D. The contribution margin approach Reset SelectionMark for Review What's This? Question 18 of 20 5.0 PointsCompute the Return on Assets Managed (ROAM) for each segment of the business using the following data: Accounts Receivable = $3,000,000 Inventory = $7,000,000 Contribution Margin = $2,000,000 Sales = $5,000,000 A. 0.2 B. 0.3 C. 0.4 D. 0.5 Reset SelectionMark for Review What's This? Question 19 of 20 5.0 PointsROAM is: A. interchangeable with ROI. B. the product of the profit margin on sales. C. the result of the profit margin on sales minus inventory turnover. D. equal to sales/net profit times total assets used/sales. Reset SelectionMark for Review What's This? Question 20 of 20 5.0 PointsTo increase the return on assets managed for specific segments, the sales manager can: A. raise the profit margin on sales. B. increase total sales while decreasing profit margins. C. increase the relative dollar value of assets necessary to achieve sales. D. conduct sales audits by segments to identify those that are yielding inadequate contribution margins.
Question 1 of 20 5.0 Points The set of dynamic interpersonal processes that cause the initiation, direction, intensity, and persistence of work-related behaviors of subordinate salespeople toward attaining organizational goals and objectives is known as: A. goal-setting. B. motivation. C. expectancy. D. instrumentality. Reset SelectionMark for Review What's This?Question 2 of 20 5.0 Points The three elements of the theories of motivation include all EXCEPT: A. direction. B. frequency. C. intensity. D. persistence. Reset SelectionMark for Review What's This?Question 3 of 20 5.0 Points Peter Deutsch is a sales manager for an industrial products firm. He is responsible for 20 salespeople - most of whom have been with the company ten years or more. A particular concern for Mr. Deutsch is how to help his salespeople to self-actualize. In terms of Maslow’s Need Theory, which of the following approaches would be most appropriate to bring about sales force self-actualization? A. Provide a balances package of fringe benefits for the salespeople. B. Call regular sales meetings, make frequent telephone calls to individual salespeople, visit salespeople in the field, and distribute a newsletter. C. Provide promotional opportunities and public recognition for superior achievements. D. Provide creative work experience, freedom, advanced education courses, and self-development workshops as well as greater job control for the salespeople. Reset SelectionMark for Review What's This?Question 4 of 20 5.0 Points As contrasted with hygiene factors, a sales manager might use which of the following as “motivators?” A. Increase salaries of all salespeople. B. Improve the working conditions for salespeople, e.g., upgrade their automobiles and the quality of technical equipment available to them. C. Assign salespeople to new, more challenging tasks such as opening new accounts or selling new product categories. D. Provide each salesperson with a spacious office and an unlimited expense account when handling company business. Reset SelectionMark for Review What's This?Question 5 of 20 5.0 Points __________ refer to those rewards controlled by managers and customers (e.g., pay, bonuses, and promotions). A. Intrinsic rewards B. Positive reinforcement C. Extrinsic rewards D. Behavior modification Reset SelectionMark for Review What's This?Question 6 of 20 5.0 Points When salespeople achieve or surpass a specified sales quota, they are often given a monetary bonus and/or special recognition to reward them for their performance as well as to motivate them to continue. This is/These are known as: A. recognition. B. intrinsic rewards. C. non-financial incentives. D. an incentive program. Reset SelectionMark for Review What's This?Question 7 of 20 5.0 Points Which of the following sales contest objectives is matched correctly with an appropriate reward? A. Stimulate more orders – prize for placing quota of displays B. Secure prospects – prizes for greatest sales from formerly dead accounts C. Increase sales orders – prizes to all who make quota of calls and demonstrations D. Build higher unit sales – prizes to those who maintain best sales record for selling entire line during specified time Reset SelectionMark for Review What's This?Question 8 of 20 5.0 Points __________ sales meetings are considered the backbone of the communication system and usually give salespeople the greatest support. A. Local B. Regional C. National D. International Reset SelectionMark for Review What's This?Question 9 of 20 5.0 Points __________ is exemplified by salespeople identifying with and internalizing the company’s values and goals and desire to stay a viable member of the organization. A. Job satisfaction B. Organizational commitment C. Job commitment D. Organizational climate Reset SelectionMark for Review What's This?Question 10 of 20 5.0 Points The maturity/maintenance stage is characterized by the affected employee’s: A. disengagement from work. B. searching for a comfortable position. C. seeking stabilization in occupation. D. greater commitment to the firm. Reset SelectionMark for Review What's This?Question 11 of 20 5.0 Points In examining the effect of various compensation plans on company profits, a seminal study identified several types of salespeople. __________ allocate their time according to a personally determined ratio of work and leisure that is not influenced by opportunities for increased earnings. A. Trade-offers B. Money-oriented individuals C. Satisfiers D. Creatures of habit Reset SelectionMark for Review What's This?Question 12 of 20 5.0 Points With regard to compensation systems, which one of the following statements is INCORRECT? A. Reward preferences and reward levels, and managers’, subordinates’, and superiors’ perceptions of the adequacy of their rewards are known to differ. B. There is reward equality at successive hierarchical levels. C. Compensation and perks tend to increase at the higher levels of a corporation, creating status and power differences. D. The importance employees assign to rewards differs according to their changing needs, career stage, and organizational level. Reset SelectionMark for Review What's This?Question 13 of 20 5.0 Points The first step in developing the compensation plan for a sales force is to: A. develop the compensation mix. B. establish specific objectives. C. prepare job descriptions. D. determine general levels of compensation. Reset SelectionMark for Review What's This?Question 14 of 20 5.0 Points The fourth step in developing the compensation plan for a sales force is to: A. develop the compensation mix. B. establish specific objectives. C. prepare job descriptions. D. determine general levels of compensation. Reset SelectionMark for Review What's This?Question 15 of 20 5.0 Points Which of the following compensation plans is most frequently used by the aerospace, petroleum, and chemical industries, where service and engineering skills are particularly important to customers? A. Salary plus incentive B. Straight salary C. Straight commission D. Combination Reset SelectionMark for Review What's This?Question 16 of 20 5.0 Points Combination compensation plans are the most flexible of all approaches and fit a variety of conditions. __________ plans are best when management wants to get high sales without sacrificing customer service. A. Salary plus commission B. Salary plus bonus C. Salary plus commission plus bonus D. Commission plus bonus Reset SelectionMark for Review What's This?Question 17 of 20 5.0 Points Which of the following trends in sales compensation focuses on customer satisfaction and relationship building? A. Signing bonuses B. CSBI C. Tying sales compensation to productivity D. Blending sales-oriented goals with organizational goals Reset SelectionMark for Review What's This?Question 18 of 20 5.0 Points Developing a sales manager’s compensation plan is challenging because: A. the sales manager’s responsibility is neither purely sales nor purely management. B. they continually strive for long-term sales, yet must also meet short-term goals. C. their compensation should be based on yearly sales performance. D. their compensation is based on a single functional area of the company. Reset SelectionMark for Review What's This?Question 19 of 20 5.0 Points Alan Farber is a top-notch sales representative for an industrial products company in the Midwest. He is reimbursed for expenses up to 4 percent of his net sales, and receives a bonus for keeping selling expenses below 4 percent of net sales. Which of the following basic reimbursement plans is Mr. Farber’s company using? A. Unlimited reimbursement plan B. Limited reimbursement plan C. Combination reimbursement plan D. Negative reimbursement plan Reset SelectionMark for Review What's This?Question 20 of 20 5.0 Points Which of the following is an advantage of limited reimbursement plans? A. Salespeople feel the sales manager lacks trust in their making selling expenditures. B. It restricts exceptional expenses which might gain or save a customer. C. It tempts salespeople to switch reporting of expenditures from one time period to another to avoid going over the expense limits. D. It makes salespeople reduce expense-account padding.
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