销售管理简答题答案 完整版.doc

名词解释1. Personal selling Personal communication with an audience through paid personnel of an organization or its gents in such a way that the audience perceives the communicators organization as being the source of the message. 2. Specialization A concept in which certain individuals in an organization concentrate on performing some of the required activities to the exclusion of other tasks3. Absorption training A method of sales training that involves furnishing trainees or sales-people with materials that they peruse without opportunity for immediate feedback and questioning. 4. Achieving congruence The process of matching the capabilities of a sales recruit with the needs of the organization5. Achieving realism The process of giving a sales recruit an accurate portrayal of the sales job. 6. Buying center The many individuals from a firm who participate in the purchasing process7. Commission base Commission pay based on sales volume or some measure of profitability 8. Competitive knowledge Knowledge of a competitive products strengths and weaknesses in the market9. Continued affirmation An example of stimulus response selling in which a series of questions or statements furnished by the salesperson is designed to condition the prospective buyer to answering “yes” time after time, until, it is hoped, he or she will be inclined to say “yes” to the entire sales proposition. 10. Customer knowledge Information relating to customers needs, buying motives, buying procedures, and personalities11. Customer relationship management A business strategy to select and manage the most valuable customer relationships. It requires a customer-centric business philosophy and culture to support effective marketing, sales, and service processes. 12. Employee referral programs Inter-organizational programs in which existing employees are used as sources for recruiting new salespeople because they have a good understanding of the type of person sought for a sales position. 13. Integrated marketing communication The strategic integration of multiple marketing communication tools in the most effective and efficient manner14. Job description A written summary of the job 15. Marketing mix A marketing offer designed to appeal to a defined target market16. Marketing strategy An organizational strategy level that includes the selection of target market segments and the development of a marketing mix to serve each target market. 17. Mental states selling An approach to personal selling that assumes that the buying process for most buyers is essentially identical and that buyers can be led through certain mental states, or steps, in the buying process; also called the formula approach18. Motivation A measurement of an individuals intensity, persistence, and direction. 19. Sales-force socialization The process by which salespeople acquire the knowledge, skills, and values essential to perform their jobs. 20. Sales-force audit A systematic, diagnostic, prescriptive tool that can be employed on a periodic basis to identify and address sales department problems and to prevent or reduce the impact or future problems21. Sales-force deployment Important sales management decisions involved in allocating selling effort, determining sales-force size, and designing territories22. Span of control The number of individuals who report to each sales manager23. Strategic business unit A single product or brand, a line of products, or a mix of related products that meets a common market need or a group of related needs, and the units management is responsible for all (or most) of the basic business functions. 24. Territory A designated area that consists of whatever specific accounts are assigned to a specific salesperson. 1. 简答题：1) Why is personal selling typically emphasized in business markets and advertising emphasized in consumer market? Personal selling is normally emphasized in business markets where there are relatively few buyers, usually in concentrated locations, who make important purchase of complex products and require a great deal of information and service. Advertising is used to generate company and brand awareness and to identify potential customers, so advertising emphasized in consumer market.2) When the sales manager is evaluating sales training alternative, what four areas should he or she consider? 41 selection of trainers, whether from outside the company (external) or inside the company (internal). 2 potential location for training. 3 method to use for various topics. Classroom/conference training, on-the-job training, behavioral simulations, and absorption training. 4 use various sales training media, such as printed material, audio-and videotape and CDs, and computer-assisted instruction.3) Discuss how the type of buying situation affects the buying center, buying process and buying needs. A:New task buying situation: The organization is purchasing a procduct for the first time, poses the most problems for buyer. It will use a lengthy process to collect and evaluate purchase information. The decision-making process in this type of situation is often called extensive problem solving. Modified rebuy buying situation: Exists when the account ha previously purchased and used the product. It will usually want to collect additional information and may make a change when purchasing a replacement product. Limited problem solving.Straight rebuy buying situation: The account has considerable experience in using the product and is satisfied with the current purchase arrangements. The decision-making process routinized response behavior. 4) Briefly describe the six components of the sales leadership model 6A: Power- of the salesperson, salespeople, or other party with whom the sales manager is interactingPower- of the sales managerSituation- including time constrains, nature of the task, organizational history, and group norms. Needs- of the salesperson, salespeople, or other people with whom the sales manager is interactingGoals and objectives- of the individuals and the organizationLeadership skills- anticipation, diagnostic, selection and matching, and communications. 5) Discuss four methods for delivering sales training. 4Classroom/conference trainingOn-the-job training,Behavioral simulationsAbsorption training.6) Describe five types of power that affect leadership. What are the problems associated with over reliance on reward and coercive power? 5A：Five power bases are coercive, reward, legitimate, referent, and expert. Coercive power is associated with punishment and is the opposite of reward power. 1 Coercive actions are likely to create strife in the salesforce and may encourage turnover among high-performing salespeople. 2 Senior salespeople are often seeking rewards that cannot be dispensed and controlled by sales managers 3 Rewards lose some of their impact 7) Discuss the situational factors that suggest the need for specialization and centralization. Provide a specific example of each factor discussed. A:Selling situation factors and organizational structure: Organization structureEnvironmental characteristicsTask performancePerformance objectiveSpecializationHigh environment uncertaintyNon routineAdaptive nessCentralizationLow environmental uncertainty RepetitiveeffectivenessSpecialization: for example, some sales managers concentrate on training, others on planningCentralization: for example, key decision of sales strategy are performed at higher levels in management hierarchy.8) Describe five influence strategies, including the power bases related to each strategy. 5A: Influence strategies used by sales managers could be based on threats, promises, persuasion, relationships, or manipulation. Unlike the other four strategies, manipulation does not involve face-to-face interactions with the target of influence. Threats use coercive power, whereas promises stem from the reward power base. Persuasion sues expert and referent power. Legitimate and referent power are used when influence strategy is based on interpersonal relationships.9) How is the process of setting objectives for sales training beneficial to sales managers?A: By setting objectives, the sales manager can prioritize training, allocate resources consistent with priorities, communicate the purpose of the training to interested parties, and perhaps gain top management support for sales training. 1. Increase sales or profits2. Create positive attitudes and improve sales force morale. 3. Reduce role conflict and ambiguity. 4. Introduce new product market, and promotional programs.5. Develop sales people for future management positions.6. Ensure awareness of ethical and legal responsibilities7. Teach administrative procedures.8. Ensure competence in the use of scales and sales support tools.9. Minimize sales force turnover rate.10. Improve teamwork and cooperative efforts.10) Identifyfivedifferentsalesorganizationproductivityratiosthatyouwouldrecommend.Describehoweachwouldbecalculatedandwhatinformationeachwouldprovide.5Because the basic job of sales managers is to manage salespeople, the most useful input unit for productivity analysis is the salesperson. Therefore, various types of productivity ratios are calculated on a per-salesperson basis .The specific ratios depend on the characteristics of a particular selling situation but often include important outputs such as sales, expenses, calls, demonstrations, and proposals.11) What are four categories of skills that could be useful in leadership?4A:Anticipation and seeking feedback: proper anticipation may provide further customer relationship. One way leaders will try to extend their vision into the future is to seek feedback from customers, sales people and other important sources regularly.Diagnostic skills: effective leaders must be able to determine the specific nature of the problem or opportunity to be addressed.Selection and matching: the importance of selecting appropriate leadership response to match the situation is highlighted in the research dealing with sales peoples concerns as they move through career stage.Communication: effective leaders deliver near, timely information through appropriate media or interpersonal communications.12) What are six methods of assessing sales training needs? Can each of these methods be used in either a proactive or reactive approach to determining training needs?6A: Sales managers may assess needs through a sales-force audit, performance testing, observation, a sales-force survey, a customer survey, or a job analysis. It is recommended that sales-force training needs to be assessed in a proactive fashion; that is, needs should be assessed before performa