GIẢI CHI TIẾT ĐỀ LỰC LƯỢNG BÁN BẰNG TIẾNG ANH

Question 5 Once a sales training program has been carried out, a four level method can be used to gauge( đánh giá) its effectiveness At the first level, the reaction level method measures trainees at.

Question 5

Once a sales training program has been carried out, a four-level method can be used to gauge( đánh giá) its effectiveness At the first level, the reaction level

method measures trainees' attitudes and feelings toward the training program.

1 T*Correct Answer

2 F

Question 4

A job description is known as the process of identifying ( xác định) the duties, requirements, responsibilities, and conditions of a job.

1 T

2 F*Correct Answer

Question 5

For firms that sell through channel partners, it is appropriate to ( phù hợp) use trading areas as a control unit.

1 T*Correct Answer

2 F

Question 4

Tactical ( chiến thuật) planning refers to the process of setting overall objectives, allocating resources, and developing broad courses of action

1 T

2 F*Correct Answer

Anything that the prospect or customer says or does that impedes( cản trở) the sales negotiations is called an invalid objection.( phản đối không hợp lệ)

1 T*Correct Answer

2 F

Question 4

An advantage of the formula( theo công thức) sales presentation strategy is that it requires a highly skilled salesperson.

1 T*Correct Answer

2 F

Question 4

Macroenvironmental ( môi trường vĩ mô) factors, which include technology,

economic conditions, resource availability, competitors, laws, and culture, are considered to be largely dynamic.

1 T*Correct Answer

2 F

Question 7

360-degree performance evaluations have supplanted ( thay thế) traditional top-down assessments (các đánh giá).

1 T

2 F*Correct Answer

8 Reasons for Not Having Sales Territories

Sales territories are not needed for small companies with a small sales force or if the sales coverage is far below the sales potential of the market

Exercise 2

A firm's sales force includes 20 employees sold nationwide The relevant data of this sales force is as the following:

1 Sales staffs get 5 weeks off, 2 weeks' training and an exhibition week Besides, in case of force majeure, they have a backup ( dự phòng) week (given that there are 52 weeks in a year)

2 According to regulations, there are two days off per week (Saturday and Sunday), Monday is spent on administrative ( hành chính) work such as group meeting, making first drafts of reports, making appointments with customers,

3 Taking into account customer, dispersion, sales manager has evaluated each saleperson's work as the following:

There are 9 working hours per day in which there are 2 hours not involved directly

in sales (không gắn trực tiếp với việc bán hàng)(phoning, eating, making first drafts of daily reports)

Moving journey is about 25.000 kilometres per year with an average speed of 40 km/h.

4 The average time of each meeting is estimated to be 1 hour 30 minutes (including time

of moving)

5 The head of sales department has researched and classified 1.600 customers into 3

categories by A,B,C method in which A accounted for 10%, B accounted for 40%, C accounted for 50% Then he wants:

● Customer A meets 20 times per year

● Customer B meets 15 times per year

● Customer C meets 5 times per year

Besides, there are 600 potential customers who meet once a year.

Require: Determine whether the size of this sales force is appropriate or not?

Suggest some solutions.

Answer:

Number of working weeks of 1 employee in a year: 52-5-2-1-1 = 43 (weeks)

Number of working days of 1 employee in a week: 7-2-1 = 4 (days)

Number of working days of 1 employee in a year: 43x4 = 172 (days)

Number of working hours of 1 employee in a year: (9-2)x 172 = 1204 (hours)

Customer

Type

Customers number

Average meeting frequency

Total number of contacts (time)

Average time of 1 meeting (hours)

Total contact time with customers (hours)

Thus, if the business has 20 employees nationwide, in the year, each employee needs: 26100:20 = 1305 (hours) (excluding travel time)

Meanwhile, each employee only has 1204 hours a year (excluding travel time)

So the size of 20 employees is not reasonable

→ Solution:

To conduct 26100 hours of meeting with customers, businesses need:

26100:1204=21.67 (employees)

There are 2 cases:

+ Or enterprises employ 21 employees (i.e need to recruit 1 more employee) Then, omit: 26100 –(1204x21)=816 meeting hours, i.e 816:1.5 = 544 customer meetings + Or the business uses 22 employees (i.e needs to recruit 2 more employees), then it can ask these sales staff to perform some additional tasks, because they do not use all the time for meeting

Question 15

What is a trial close? Give some examples of trial closes When

should they be used?

A trial close is any well-placed attempt to close the sale; it can be used early and often

throughout the selling process Professional salespeople should be prepared to close anytime, anywhere because they know their ABC's (i.e., Always Be Closing), which advocates ( ủng hộ) making trial closes throughout your interaction with the prospect One of the most straightforward( đơn giản nhất) closing approaches, when the

salesperson and the prospect seem to be in agreement, is simply to ask, “Shall we write up the order?” But the close need not be that blatant Often, the salesperson can accomplish the same result with a more subtle assumptive ( tinh tế hơn)close question, such as "When do you need the product delivered?" Another concern for many new salespeople is determining when to try to close the sale There's no single best time The close can happen at any time during the sales

process in the first few minutes of the first sales call, or in the last few seconds of the sixth Trial closes are simply attempts to test the prospect's readiness to buy

Question 11

Salespeople spend more time on prospecting than on any other of the seven PSP stages Why do you think this is so?

A company's current customers may leave for various reasons-death, bankruptcy, relocation, or switching to other suppliers Thus, to increase or even maintain sales volume, salespeople must continually search for potential new customers, called prospects But prospecting requires salespeople to first obtain leads, which is basically the name and address or telephone number of a person or organization potentially needing the company's products or services Before considering a lead to be a valid prospect, the salesperson must qualify ( đánh giá) it in terms of need or want,

authority ( thẩm quyền) to buy, money to buy, and eligibility ( tư cách) to buy One way to remember these four qualifiers (tiêu chuẩn) is the acronym ( viết tắt) NAME, each of which is a prospecting stage Encompassing ( bao gồm) an extremely time-consuming process, when companies or individuals pass all four of these screens, they become prospects for a sales call, after which salespeople can plan the next step of the personal selling process

Question 14

Describe how a performance review ranking system can be used in evaluating sales force performance

Sales managers evaluate each of their salespeople by ranking them on multiple

performance dimensions ( khía cạnh) using a scale ( thang điểm), such as A =

excellent, B = above average, C = average, D = satisfactory performance, and E = sub-par ( dưới trung bình) performance Salespeople are placed in the following

performance categories: the top 20 percent, the middle 70 percent, and the bottom 10

percent By moving out the bottom performers, managers can make room for new talent, thus creating meritocracies ( nhân tài)

Bài 3

A company's sales force across a market segment has 4 employees Currently these employees are in charge of selling to a market using their personal vehicles.

The company pays each person 2 usd for a kilometer traveled and the statistical ( thống kê) results in a year, the average number of kilometers traveled by these employees are as follows:

Employee A: 10,000 Km; B: 30,000 Km; C: 80,000Km; D: 60,000Km

The above company has conducted research on a number of other solutions in this movement of sales staff Information about this new solution is as follows:

- Long-term car rental:

+ Annual car rental price: 20 000 USD / 1 car by the rental period of 5 years

+ Cost of insurance: 5,000 usd/year for 1 car.

+ Cost for 1km: 0.65 usd

- Buy a car to use:

Request:

+ Car purchase price: 70 000 usd/car.

Depreciated ( khấu hao) over 5 years and the value at the end of the 5th year is $0 + Insurance: 4 000 usd/year for the car.

+ Cost of kilometers:

0.5 usd from 0 to 10,000 km.

0.6 usd from over 10,000 to 25,000 km.

0.65 usd from over 25,000 to 50,000 km.

0.7 usd from over 50,000 km or more.

Request:

1/ Please identify a common solution for all 4 employees.

2/ Please determine the optimal solution for each person.

Bài 3 (Lời giải tt)

- Chi phí cho nhân viên A trong 1 năm: Cost for employee A for 1 year

- Tổng chi phí trong 1 năm của 4 nhân viên: Total cost in 1 year of 4 employees 1/ Common solution for all 4 employees:

Looking at the above table, we see that the total cost in 1 year of all 4 employees in the option of buying a car is the lowest ($182,750 < $217,000 < $360,000)

=> Choose the option of Buying a car

2/ The optimal solution for each person:

Looking at the above spreadsheet, we see the cost in 1 year of the employees as follows:

For employee A, the cost of using a personal car is the lowest (USD 20,000 < USD 23,000 < USD 31,500), so the option of using a personal car is chosen

For employee B, the cost of the car option is the lowest (35,250 USD < 44,500 USD < 60,000 USD), so choose the car option

Similarly for employees C and D, the cost in the option of buying a car is the lowest,

so also choose the option of buying a car for these two employees

Question 8

Identify outcome-based, behavior-based, and professional development measures that could be used for sales force performance evaluations In your opinion, which

of these three categories of measures are most important for evaluating

salespeople? Explain

Three kinds of evaluation criteria for assessing salesperson effectiveness include: (1) outcome-based measures, (2) behavior- based measures, and (3) professional

development measures

Sales managers need to assess( đánh giá) all three types of measurements as

important They need to employ a mixture of the quantitative and qualitative measures that will provide the desired level of control over sales force operations Variances among firms in sales objectives, goals, resources, selling environment, management philosophy, products, customers, and sales force quality may influence which of the quantitative and qualitative measures are

emphasized, but all three criteria should be viewed as important In sum, looking at outcome-based measures, behavior-based measures, and professional development measures will not provide a distorted ( sai lệch) view of salesperson performance

Question 10

Name the three stages in a performance evaluation monitoring systems (PEMS), and describe the sales manager's role in each stage In your work experience, what procedure or process has your superior used to evaluate you

The three successive (liên tiếp) stages in the effective implementation (triển khai) of PEMS are:

Performance planning - This is probably the most important phase of the PEMS because it allows the salesperson to obtain the counsel ( lời khuyên) of the sales manager when deciding three key questions:

a "Where am I going?" "How will I get there?" and "How will I be measured?"

b Performance appraisal ( đánh giá) - This is a continual interpersonal( giữa các

cá nhân) process whereby( theo đó) sales managers give individual salespeople immediate feedback on each specific task, project, or goal accomplished

c Performance review-This refers to a periodic( định kì) review of the preceding( trước đó) performance appraisals to summarize where the salesperson is in his

or her personal development This stage should answer the salesperson's

question: "How am I doing?"

For each of these three steps, the sales manager plays an important role In their supervisory roles, sales managers should provide objective feedback and some form of recognition( công nhận), praise, correction, or comments regarding the salesperson's performance

Question 10

What method of reimbursing sales expenses would be best for a life insurance salesperson, a computer hardware sales rep ( đại diện), or an account executive ( điều hành) who sells commercial time for a television station?

A combination reimbursement plan would seem most appropriate for the life

insurance salesperson to keep expenses in line with sales volume

The computer hardware sales rep could be reimbursed for expenses under a limited payment plan, but the combination reimbursement plan would probably be best here, too, to keep the sales rep from becoming more concerned about expenses than

profitable sales

An unlimited reimbursement expense plan would be appropriate for the account executive for a television station because there will be substantial ( đáng kể) expense variations in serving diverse types and sizes of customer accounts

Reimbursement plans will be determined by the different philosophies ( triết lý) of companies toward expense reimbursement

Question 4

Positive reinforcement (củng cố) refers to providing salespeople with a pleasant consequence for having engaged ( tham gia) in the desired behavior (e.g.,

providing a bonus for opening new accounts).

1 T*Correct Answer

2 F

Question 10

A pharmaceutical sales firm adopts ( áp dụng) a new SFA system that

tracks customer sales calls, notes, and samples What recommendations would you make when planning the training for this program?

The adoption of sales force automation (SFA) technologies does not necessarily mean that salespeople will automatically become more proficient ( thành thạo) and

productive

Sales force automation technologies can be very sophisticated ( tinh vi) and complex Without adequate ( đầy đủ) and appropriate training, all the capital investments made

on these technologies will be wasted Thus, after adopting SFA systems, salespeople should be trained on the features ( các tính năng) of the system and how to use it to realize the full potential they offer in making salespeople more productive as well as more efficiently and effectively planning their sales calls

Question 9

Implementation ( việc thực hiện) of the sales training program is important because

mistakes incurred (phát sinh) in this area can hamper ( cản trở) the cost effectiveness

of the training program and later the effectiveness of the sales force

Typical mistakes include:

a Not giving enough time and attention to the actual planning

of the program

b Using unrealistic demonstrations (minh chứng) of selling

c Having boring speakers

d Overwhelming the trainees with information

Critical (quan trọng) areas that require planning during the implementation process include:

a Location of the training program

b Timing of training

Training aids (Hỗ trợ) and instructional materials

Other details such as food, lodging (chỗ ở), parking, and recreation (giải trí)

Question 7

Why should sales managers conduct job analysis before recruiting sales people?

Before a company can recruit sales representatives, it must have a thorough(thấu đáo) idea about the sales job to be filled A job analysis ensures development of detailed knowledge regarding the duties of the sales position

The formal (chính thức) job analysis consists of these steps:

a Analyze the environment in which the salesperson is to work

b Determine the duties and responsibilities that are expected of the salesperson

C Spend time making calls with several salespeople, observing and recording the tasks of the job

Question 9

List several factors that influence the number of sales call a salesperson can be expected to make in a day.

Several factors affect the number of accounts that reps can call on in each geographic (địa lý) control unit These include:

a The length of time required to call on each account This factor, in turn(ngược lại),

is influenced by the number of people to be seen during each call, the amount of account servicing needed (cần thiết), and the length of waiting time

b Non-selling activities, including preparing for sales calls as well as processing (xử lý) orders and servicing accounts after the sale

c.Travel time between accounts, which can vary considerably (thay đổi đáng kể) from one region to another depending on transportation, highway congestion, weather conditions, and the density(mật độ) of present and potential accounts

d.The objective of workload (khối lượng công việc) analysis is to minimize travel time and thereby increase the number of accounts that reps can visit and/or the

frequency (tần suất) of sales calls

Question 7

How should you, the sales manager, be using the latest technology ?

The use of the latest computers and sales force automation (SFA) technologies can help a sales manager become more efficient by taking care of (xử lý) much of the time-consuming drudge (nặng nhọc) work, and become more productive by keeping better informed about customers, products, sales territories (khu vực), salespeople, and the competition

With the available software, computers can be utilized (được sử dụng) to assist in decision making regarding territorial assignments (phân công lãnh thổ), quota

establishments (cơ sở hạn ngạch), and routing (định tuyến) plans Professional sales managers utilize (sử dụng) all the tools available to them, including computers, in order to properly design sales territories, and effectively and efficiently route

salespeople

Question 6

Why is it important to match the right salesperson with the right territory ?

It is important to match the right salesperson with the right territory in order to

achieve optimal performance of the sales force Sales territory assignments are made

by allocating salespeople to territories in which they are likely to generate (tạo ra) the highest sales and profits

Therefore, specific territorial assignments should result in maximum productivity from each salesperson while avoiding duplication (trùng lặp) of efforts, disputes (tranh chấp), and customer confusion (sự nhầm lẫn)

Small companies with only a few salespeople may not need sales territories because the available sales coverage (phạm vi bán hàng) may be far below (so với) the sales potential in the market But even here, some general assignment of territories is

desirable to prevent overlapping (chồng chéo) of effort and dissatisfied sales

representatives.`

Question 8

It is important for a salesperson to be worried about time management during a