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Exam 14: Sales Force Performance Evaluation

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Question 21

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There are three successive stages in an effective Performance Evaluation Monitoring System (PEMS) . The phase in which salespersons are allowed to ask the sales manager three key questions: "Where am I going?" "How will I get there?" "How will I be measured?" is called the __________________ stage.

A) performance planning
B) performance appraisal
C) performance review
D) performance evaluation

E) A) and B)
F) A) and C)

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Question 22

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Sales managers include salespersons in quota setting for the following reasons except:

A) management can ease the sales reps' understanding of quotas by allowing them to participate in the quota-setting procedure
B) this practice enhances understanding
C) this practice significantly reduces questions of inaccuracy, unfairness, and unattainability
D) all of the above

E) A) and C)
F) C) and D)

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Question 23

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A __________ is typically used to avoid having salespeople concentrate their selling efforts on a few easy-to-sell products or customers.

There are three successive stages in an effective Performance Evaluation Monitoring System (PEMS). Continuous interpersonal communication between salespeople and the sales manager, which provides immediate feedback on each specific task or goal accomplished by the salesperson, is called the performance planning stage.

All the following are types of sales dashboards, except:

Outcome-based performance standards are defined as planned achievement levels that the sales organization expects to reach at progressive intervals throughout the year; it includes an agreement between subordinate and superior as to what level of performance is acceptable in some future period.

To help salespeople allocate their selling time more effectively and efficiently, sales managers can assign priorities to various quotas. For example, a weight of 4 might be assigned to gross margin (GM) , a weight of 2 to sales volume (SV) , and a weight of 1 to service calls (SC) . Then a summary of these three quotas can be used to compare each salesperson's overall performance. Given these weights and the following performance data, which salesperson (Swenson or Rosenkrantz) performed best overall? % of Quota Achieved

Of the following, which is not a professional development measure of selling skills?

Activity reports turned in by salespeople provide valuable information about selling efforts except:

A quota plan ideally should not possess the following feature:

Sales managers must analyze the different markets and territories and make adjustments to ensure that quotas are fairly assigned based on market facts, so that salespeople willingly accept them.

Regardless of the kind of sales quota and its purpose, a quota plan ideally should possess the following features except:

The following are considered uncontrollable factors, which make it difficult to evaluate the performance of individual salespersons, except:

Sales managers have a variety of evaluation techniques at their disposal with each having limitations as well as strengths. The extent to which the evaluation method accurately reflects the job behavior that leads to performance is known as:

Sales managers have a variety of evaluation techniques at their disposal with each having limitations as well as strengths. The extent to which the evaluation method should be easy to understand and use for sales managers and sales personnel, as well as neither too costly or time consuming is known as:

__________________ lays out goals and plans for achieving them, and explains how the individual will be evaluated.

Sales managers have a variety of evaluation techniques at their disposal with each having limitations as well as strengths. The extent to which the evaluation method should accurately reflect what it is intended to measure is known as:

Performance reviews is a periodic summing up of these daily appraisals so that the salesperson can see where he or she stands.

Assessing the effectiveness of the overall sales force organization entails evaluating the performance of individual salespeople.

To provide a complete assessment of a salesperson's job, sales managers should employ several variables to evaluate performance. These salesperson performance standards include all except the following: