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

Final Exam Review Chapter 13
1. The importance of effective salesforce selection
2. Stages in the recruitment and selection process
3. JD and Personnel specification
4. 6 main sources of recruitment
5. 4 categories of information are usual on application forms
6. Ways in which interviews are used (two stages…)
7. Criticisms associated with psychological tests. 8. Role playing Chapter 14
1. Why creating and maintaining a well-motivated salesforce is a challenging task
2. Result of high levels of motivation 3. Motivation theories
4. The classic motivational model, Maslow 's hierarchy of needs, proposes that there are five fundamental needs
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.
7. Field training is designed to improve the performance of the experienced as well as the
newer salesperson. What does the sales manager need to do?
8. A diverse set of skills and roles is required to succeed as a sales manager Chapter 15 1. Organizational structures
2. Determining number of salespeople 3. Sales territories 4. Compensation plan design
5. Darmon’s five types of individual salesperson: i.e. Creatures of habit; Satisfiers; Trad-off-
ers; Goal orientated and Money orientated Chapter 16 1. Planning for forecasting 2. Level of forecasting 3. Qualitative techniques 4. Quantitative techniques 5. Budget allocation
6. Distinguish between qualitative and quantitative forecasting techniques. What are the
advantages and disadvantages associated with each approach?
7. Define the differences between a sales forecast, a demand forecast and a market forecast.
8. Poor forecasting can lead to lost sales, stock markdowns and large inventories. Through
the use of examples to illustrate your answer, justify this statement.
9. What is the tactical or strategic purpose of: (a) short-term forecasts; (b) medium-term forecasts; (c) long-term forecasts? Questions:
1. When OfÏceSolutions, a software producer, went into business, it needed to
establish market share quickly. To accomplish this, it decided to pay the sales force
on a commission basis. After two years, however, the company had a large base
business and customers began to complain that salespeople were not spending
enough time with them on post-sale service and problem solving, important
relationship selling activities. The salespeople said they did not make any money on
problem solving and they would rather spend their time finding new customers.
What’s more, salespeople spent little or no time selling the new products on which
OfÏceSolutions was staking its future. The salespeople said they could sell the old
products more easily and earn more money for both themselves and the company.
How might the company rework its compensation plan to begin to resolve this issue?
2. Apply the expectancy model to respond to a salesperson who says the following?
“PutÝng all this data in the CRM system keeps me from making more calls. More
calls mean more sales. Thus, data input disrupts my performance”
3. A university expects to enroll new students for the upcoming year. From the report,
the university finally accepted 500 students from engineering major, 500 students
from Management major and another 1000 students attending the ex-change
programs. The consulting team performs calls via phone with the length for each call
approximately 60 minutes for the engineering students and they are repeatedly
called 36 times a year. On the other hand, it only took 30 minutes per call for the
exchange program students; so, the consulting team only 12 times calling a year. In
addition, consulting team deliver 15 calls to management students per year and
each call lasts for 15 minutes. Based on working term of policy, individual
salesperson must work for 40 hours per week and 45 weeks in one year. However,
the actual time for selling activities is up to 50% of the total work time, the remained
accounts for non-selling activities, meeting and travelling. Determine the total
number of salespeople required in consulting team.