Final Exam Review for Sales Management môn Principle of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

Chapter 13
1. The importance of effective salesforce selection: wide variability of salespeople, costly, training and motivation.
2. Stages in the recruitment and selection process: preparation of JD and personnel
specification=>Identification of sources of recruitment and method of communication=>Designing
effective application form and shortlist=>Interviewing=>Supplementary selection aids
3. JD and Personnel specification: JD includes titles, duties and responsibilities, reporting, degrees of
autonomy. The personnel specification which outlines the type of applicant the company is seeking.
4. 6 main sources of recruitment: from inside – the company’s own staff; recruitment agencies; educational
establishments; competitors; other industries; unemployed.
5. 4 categories of information are usual on application forms: personal, education, employment history, other interests.
6. Ways in which interviews are used (two stages…): setting up, conducting
7. Criticisms associated with psychological tests: it can only indicate the personality traits, cannot measure employee’s performance. Chapter 14
1. Why creating and maintaining a well-motivated salesforce is a challenging task: each individual has their
own personality traits and internal react=> difficult to maintain the motivation for all salespeople.
2. Result of high levels of motivation=>higher performance=> higher commitment=> loyalty
3. Motivation theories: Maslow, Vroom expectancy model, Herzberg, Adam, …
4. The classic motivational model, Maslow 's hierarchy of needs, proposes that there are five fundamental
needs: physiological, safety, belongingness and love, esteem and status, self-actualization.
5. Herzberg's dual factor theory distinguished factors which can cause dissatisfaction but cannot motivate
(hygiene factors), and factors which can cause positive motivation
6. Vroom's expectancy theory assumes that people's motivation to exert effort is dependent upon their
expectations for success. Expectancy=>Instrumentality=>Valence Chapter 15
1. Organizational structures: geographical structure, product-base structure (new vs existing product lines)
and customer-base structure (classic structure and key account management=> new and existing accounts).
2. Determining number of salespeople: = Total workload/Actual selling activities times
3. Sales territories: each salesperson is assigned to manage a specific number of product lines to offer to customers.
4. Compensation plan design: commission only, commission + base salary, fixed salary, incentive bonus Chapter 16
1. Planning for forecasting: short, medium, long-term
2. Level of forecasting: small to large scale (product by product scale =>regional/ national scale)
3. Qualitative techniques: consumer/user survey method, panels of executive opinion, salesforce composite,
Delphi method, product testing and test marketing. B Bay ỏ esian.
4. Quantitative techniques: Time series (moving average, exponential smoothing, time series and z chart) &
causal techniques (leading indicators, simulation, diffusion models: use for new product, no historical data => prediction)
5. Define the differences between a sales forecast, a demand forecast and a market forecast.
Market forecast: indicate the total needs of consumer in the market with trend
Demand forecast: predict the upcoming demand for products in the market based on market fluctuation
Sales forecasting: how much revenue generating from sales in the market