Part 1 of 2 – Question 1 of 40 2.5/ 2.5 Points Managers who

Part 1 of 2 –

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
What 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
What 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 helps 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
What 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
What 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
What 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
What 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
What 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
What 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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