MK 330 Test 1
Achieve sells excellence
39% say they buy based on the sales person. 22% say they buy based on the provision of a total solution. 21% say they buy based on product. 18% say they buy based on price.
source
A buyer who says "your company is too small to meet our needs" is expressing a(n) ___objection:
false
A good salesperson doesn't need statistics to support his or her claims:
consultative selling
A personal selling approach that involves helping customers reach their strategic goals by using the products, services and expertise of the sales organization is called?
feature
A physical characteristic or quality of a product is referred to as a:
it will help salespeople to make sure they identify and address all influential members of the buying team, it allows salespeople to track objections across customers, it helps salespeople ensure that they address all the buyer's objections, it provides feedback to salespeople regarding the types of customers which are doing business.
A sales dialogue planning template may be helpful to salespeople for which of the following reasons?:
testimonials
A salesperson attempting to get satisfied customers to go "on the record" about their experiences, is trying to obtain:
true
A salesperson will use analogies to add interest and clarity to a presentation:
true
A testimonial is a form of proof provider:
adaptive selling
According to the text, when salespeople alter their sales message and behaviors during a sales presentation or as they encounter different sales situation they are using?
false
After using a visual sales aid, the salesperson should leave it out so that the buyer can look at it whenever they want:
true
An example told in the form of a story is usually referred to as a anecdote:
detailer
CH.1 A category of sales support personnel in the pharmaceutical industry working at the physician level to furnish information regarding the capabilities and limitations of medications in an attempt to get the physician to prescribe their product.
missionary salespeople
CH.1 A category of sales support personnel who are not typically involved in the direct solicitation of purchase orders. Their primary roles are disseminating information, stimulating the sales effort to convert prospects into customers, and reinforcing customer relationships.
sales professionalism
CH.1 A customer-oriented approach that uses truthful, nonmanipulative tactics to satisfy the long-term needs of both the customer and the selling firm.
trust-based relationship selling
CH.1 A form of personal selling requiring that salespeople earn customer trust and that their selling strategy meets customer needs and contributes to the creation, communication, and delivery of customer value.
revenue producers
CH.1 A role fulfilled by salespeople that brings in revenue or income to a firm or company
strategic orchestrator
CH.1 A role the salesperson plays in consultative selling where he or she arranges the use of the sales organization's resources in an effort to satisfy the customer.
long-term ally
CH.1 A role the salesperson plays in consultative selling where he or she supports the customer, even when an immediate sale is not expected.
business consultant
CH.1 A role the salesperson plays in consultative selling where he or she uses internal and external (outside the sales organization) sources to become an expert on the customer's business. This role also involves educating customers on the sales firm's products and how these products compare with competitive offerings.
combination sales job
CH.1 A sales job in which the salesperson performs multiple types of sales jobs within the framework of a single position.
sales process
CH.1 A series of interrelated steps beginning with locating qualified prospective customers. From there, the salesperson plans the sales presentation, makes an appointment to see the customer, completes the sale, and performs postsale activities
order-takers
CH.1 Also called farmers, these salespeople specialize in maintaining current business
order-getters
CH.1 Also called hunters, these salespeople actively seek orders, usually in a highly competitive environment.
AIDA
CH.1 An acronym for the various mental states the salesperson must lead customers through when using mental states selling: attention, interest, desire, and action.
mental states selling
CH.1 An approach to personal selling that assumes that the buying process for most buyers is essentially identical and that buyers can be led through certain mental states, or steps, in the buying process; also called the formula approach.
need satisfaction selling
CH.1 An approach to selling based on the notion that the customer is buying to satisfy a particular need or set of needs
stimulus response selling
CH.1 An approach to selling where the key idea is that various stimuli can elicit predictable responses from customers. Salespeople furnish the stimuli from a repertoire of words and actions designed to produce the desired response.
continued affirmation
CH.1 An example of stimulus response selling in which a series of questions or statements furnished by the salesperson is designed to condition the prospective buyer to answering "yes" time after time, until, it is hoped, he or she will be inclined to say "yes" to the entire sales proposition.
problem-solving selling
CH.1 An extension of need satisfaction selling that goes beyond identifying needs to developing alternative solutions for satisfying these needs
personal selling
CH.1 An important part of marketing that relies heavily on interpersonal interactions between buyers and sellers to initiate, develop, and enhance customer relationships.
sales dialogue
CH.1 Business conversations between buyers and sellers that occur as salespeople attempt to initiate, develop, and enhance customer relationships. Sales dialogue should be customer-focused and have a clear purpose
inside sales
CH.1 Nonretail salespeople who remain in their employer's place of business while dealing with customers.
pioneers
CH.1 Salespeople who are constantly involved with either new products, new customers, or both. Their task requires creative selling and the ability to counter the resistance to change that will likely be present in prospective customers.
economic stimuli
CH.1 Something that stimulates or incites activity in the economy
technical support salespeople
CH.1 Technical specialists who may assist in the design and specification process, installation of equipment, training of customer's employees, and follow-up technical service.
adaptive selling
CH.1 The ability of salespeople to alter their sales messages and behaviors during a sales presentation or as they encounter different sales situations and different customers.
customer value
CH.1 The customer's perception of what they get for what they have to give up, for example, benefits from buying a product in exchange for money paid
consultative selling
CH.1 The process of helping customers reach their strategic goals by using the products, services, and expertise of the sales organization.
diffusion of innovation
CH.1 The process whereby new products, services, and ideas are distributed to the members of society.
written sales proposals
CH.6 A complete self-contained sales presentation on paper, often accompanied by other verbal sales presentations before or after the proposal is delivered
sales dialogue template
CH.6 A flexible planning tool that assists the salesperson in assembling pertinent information to be covered with the prospect
buying motive
CH.6 A need-activated drive to search for and acquire a solution to resolve a need or problem; the most important factors from the customer's perspective in making a purchase decision.
features
CH.6 A quality or characteristic of a product or service that is designed to provide value to a buyer.
organized sales presentation
CH.6 A sales presentation that allows a salesperson to implement appropriate sales strategies and tactics based on customer research or information gathered during previous sales calls. Organized sales presentations feature a two-way dialogue with a high level of customer involvement
customer value proposition
CH.6 A statement of how the sales offering will add value to the prospect's business by meeting a need or providing an opportunity
organized sales dialogue
CH.6 Also known as the organized sales presentation. Unlike a canned sales presentation, an organized sales dialogue has a high level of customer involvement
sales call
CH.6 An in-person meeting between a salesperson or sales team and one or more buyers to discuss business.
sales dialogue
CH.6 Business conversations between buyers and sellers that occur as salespeople attempt to initiate, develop, and enhance customer relationships. Sales dialogue should be customer-focused and have a clear purpose.
sales presentations
CH.6 Comprehensive communications that convey multiple points designed to persuade the customer to make a purchase
emotional buying motives
CH.6 Includes motives such as security, status, and need to be liked; sometimes difficult for salespeople to uncover these motives.
canned sales presentations
CH.6 Sales presentations that include scripted sales calls, memorized presentations, and automated presentations.
benefits
CH.6 The added value or favorable outcome derived from features of the product or service the seller offers
rational buying motives
CH.6 Typically relate to the economics of the situation, including cost, profitability, quality, services offered, and the total value of the seller's offering as perceived by the customer.
example
CH.7 A brief description of a specific instance used to illustrate features and benefits of a product.
analogy
CH.7 A special and useful form of comparison that explains one thing in terms of another
comparison
CH.7 A statement that points out and illustrates the similarities between two points.
case histories
CH.7 A testimonial in story or anecdotal form used as a proof provider
anecdote
CH.7 A type of example that is provided in the form of a story describing a specific incident or occurrence
statistics
CH.7 Facts that lend believability to product claims and are used as proof providers
Sales people must focus on
CH.7 How the buyer's needs will be met or how an opportunity can be realized as a result of a purchase. - How the product features translate in a functional sense How the product features translate, in a functional sense, into benefits for the buyer.
Salespeople must remember that
CH.7 Not all features are important to the buyer.
visual materials
CH.7 Printed materials, photographs and illustrations, and charts and graphs used as sales aids
testimonials
CH.7 Proof providers that are in the form of statements from satisfied users of the selling organization's products and services.
check-backs (response checks)
CH.7 Questions salespeople use throughout a sales dialogue to generate feedback from the buyer
electronic materials
CH.7 Sales aids in electronic format such as slides, videos, or multimedia presentations
preselling
CH.7 Salespeople present their product/service to individual buyers before a major sales dialogue with a group of buyers
Confirmed Benefits
CH.7 The benefits the buyer indicates are important and represent value.
voice characteristics
CH.7 The pitch and speed of speech, which salespeople should vary to emphasize key points.
sales aids
CH.7 The use of printed materials, electronic materials, and product demonstrations to engage and involve buyers
proof providers
CH.7 The use of statistics, testimonials, or case histories to support product claims.
verbal support
CH.7 The use of voice characteristics, examples and anecdotes, and comparisons and analogies to make sales dialogue interesting and understandable.
Atlas
CH.7 a web-based, comprehensive product that allows salespeople to manage all aspects of their sales career
Direct Denial
CH.8 A rather harsh response that the prospect is assessment questions to gain a better understanding of the what they are objecting to.
assumptive close
CH.8 A sales closing technique in which the salesperson assumes that an agreement has been reached and places the order form in front of the buyer and hands him or her a pen.
standing-room only close
CH.8 A sales closing technique in which the salesperson puts a time limit on the client in an attempt to hurry the decision to close.
minor-points close
CH.8 A sales closing technique in which the salesperson seeks agreement on relatively minor issues associated with the full order.
fear or emotional close
CH.8 A sales closing technique in which the salesperson tells a story of something unfavorable if the purchase is not made.
continuous yes close
CH.8 A sales closing technique that uses the principle that saying yes gets to be a habit; the salesperson asks a number of questions formulated so that the prospect answers yes.
T-account or balance sheet commitment
CH.8 A selling technique in which a salesperson asks the prospect to brainstorm reasons on paper of why to buy and why not to buy.
success story commitment
CH.8 A selling technique in which a salesperson relates how one of his or her customers had a problem similar to the prospect's and solved it by using the sales person's product
direct commitment
CH.8 A selling technique in which the salesperson asks the customer directly to buy.
alternative/legitimate choice
CH.8 A selling technique in which the salesperson asks the prospect to select from two or more choices during a sales presentation.
summary commitment
CH.8 A selling technique in which the salesperson summarizes all the major benefits the buyer has confirmed over the course of the sales calls.
LAARC
CH.8 An acronym for listen, acknowledge, assess, respond, and confirm that describes an effective process for salespeople to follow to overcome sales resistance
trial commitment
CH.8 An earning commitment technique that determines the attitude of your buyer toward a particular feature or benefit
Question
CH.8 Ask the buyer the objection before the prospect brings it up.
sales resistance
CH.8 Buyer's objections to a product or service during a sales presentation.
Compensation
CH.8 Counterbalance the objection with an offsetting benefit.
commitment signals
CH.8 Favorable statements a buyer makes during a sales presentation that signal buyer commitment
Forestall
CH.8 Introduce the source of the objection
price objection
CH.8 Resistance to a product/service based on the price of the product being too high for the buyer.
product or service objection
CH.8 Resistance to a product/service in which a buyer does not like the way the product/service looks or feels
time objection
CH.8 Resistance to a product/service in which a buyer puts off the decision to buy until a later date
need objection
CH.8 Resistance to a product/service in which a buyer says that he or she does not need the product/service.
company or source objection
CH.8 Resistance to a product/service that results when a buyer has never heard of or is not familiar with the product's company.
Feel-Felt-Found
CH.8 Salesperson relates that others actually found their initial opinions to be unfounded.
Indirect Denial
CH.8 Softening the blow when correcting a prospect's information. opinion or data from a third party source to help overcome the objection and reinforce the salesperson's points.
Coming-to-That
CH.8 The salesperson tells the buyer that he or she will be covering the objection later in his or her presentation.
Translation or Boomerang
CH.8 Turn a reason not to buy (the source of the objection) into a reason to buy.
Third Party Reinforcement
CH.8 Use the wrong opinion or data from a third party source to help overcome the objection and reinforce the salesperson's point
Compensation Counterbalance
CH.8 the objection with an offsetting benefit
true
Common selling approaches for practicing trust-based relationship selling include need-satisfaction, problem solving, and consultative
be friendly and positive, be flexible, have an agenda, show sensitivity to the customer's needs and opinions
During the first few minutes of a sales call, salespeople should?:
present the benefits that address the buyer's needs.
During the sales presentation, the salesperson should:
true
Features provide benefits, and benefits address buying motives:
false
Features represent the value a product produces:
true
Gaining commitment should be a natural result if the salesperson has done a good job of uncovering needs, presenting appropriate solutions, and handling customer concerns:
false
In consultative selling, salespeople fulfill three primary roles, strategic orchestrator, business consultant, and order-taker
true
In order to effectively respond to objections, salespeople must be good listeners?:
forestalling
Jennifer, a salesperson for ABC Industrial Equipment, likes to address certain known sources of buyer resistance before the buyer bring them up. Jennifer is using the ___ method of handling resistance:
gone through a specific feature-benefit sequence and responded to an objection.
LaToya is a salesperson for XYZ Co. and is preparing to make a sales call. She should plan to use a trial close (check-back) question after she has:
the buyer wants to avoid the sales interview, the prospect lacks information, the buyer simply resist change, and the has failed to prospect properly.
Mike is a sales rep for an industrial equipment company. Mike can expect sales resistance when:
customers purchase to satisfy a particular need or set or needs
Need-satisfaction personal selling is based on the idea that?
True
One method for gaining commitment involves the salesperson reviewing with the buyer all of the confirmed benefits:
loyalty to a competitor
One of the most difficult types of objections to overcome is one based on
false
Personal selling and trust-based relationship selling are essentially the same thing
false
Personal selling is moving from relationship-based methods to transaction-based methods
true
Potential benefits become confirmed only when the buyer acknowledges their value:
false
Presentation tools and sales aids are best when used when uncovering needs:
False
Price objections are the most difficult to overcome:
by stimulating economic transaction and increasing the diffusion of innovation.
Salespeople have contributed to the economic growth of the US in two basic ways
true
Salespeople modify organized presentations based on the needs of the customers:
false
Salespeople should present as many benefits as they can when making a presentation:
trust
Salespeople who are customer oriented, honest, dependable, competent, and likable are in a good position to establish?
she has another objection to handle.
Stacy, a salesperson for XYZ Co. has just heard her prospect make a red light statement. This means:
need objections, product or service objections, price objections, and company or source objection are all categories of objections.
Tami is a new salesperson for ABC Industrial Equipment Co. and is concerned about her ability to handle objection. She is comforted somewhat by knowing that most objections fall into one of the five categories. Which of the following is not one of those categories
utilize visual aids
The SPES sequence provides a tool through which salespeople can effectively:
true
The ability to understand buyers is one of the foundations in the trust-based sales process
direct commitment
The most straightforward method for earning commitment is:
need-satisfaction selling
The problem-solving view of personal selling is an extension of?
buyers expect sales people to contribute to the success of the buyer's firm
What are the following is the most accurate with respect to buyers' expectations of salespeople?
proof providers, product demonstrations, electronic materials, and visual materials are all categories of presentation aids.
What is not a type/category of sales presentation aids and tools?:
make sure to cover each of the product's features.
What is not one of the keys to effective sales dialogue?:
avoid making assumptions about what the buyer is going to say, engage in active listening, confirm his/her understanding of the objection with the buyer.
When attempting to understand the objection the buyer is trying to express, the salesperson should:
authoritative third-party sources
When available, statistics from ___ carry the highest credibility as a statistical proof provider:
false
When conducting a sales dialogue, the salesperson should do most of the talking:
true
When planning for the sales call, the salesperson should develop an agenda:
practice stimulus-response selling
When practicing trust-based relationship selling, salespeople should not do?
sales resistance should be treated like a question, sales resistance is a normal part of the sales process, sales resistance usually reflects interest in the product, and sales resistance means the buyer is at least somewhat involved in the presentation.
When preparing for sales resistance, salespeople should remember:
printed materials and visuals should be kept simple, never read the presentation directly from the visual, make sure each visual represents only one idea, and check for typographical and spelling errors.
When preparing printed materials and visuals, a salesperson should remember:
about 30% of time
When uncovering needs for an organized dialogue (presentation,) approximately how much time should the salesperson speak?:
stimulus-response
Which of the five views of personal selling is considered to be the simplest?
the buyer does most of the talking when the salesperson is uncovering needs and the salesperson does most of the talking when presenting the solution
Which of the following best describe the relative participation of the buyer and seller in an organized sales dialogue (presentation)?:
tell them what they want to hear
Which of the following is not a recommendation for creating an effective customer value proposition?:
utilizing the data analysis automation feature of our product will improve your employees' productivity by 10% within six months
Which of the following is the best example of a customer value proposition?:
transaction-focus selling includes little to no follow up and trust-based relationship selling involves substantial follow-up.
Which of the following is the most accurate with respect to post sale follow-up?
organized sales dialogue
Which of the following types of sales communication formats is the most flexible?:
canned sales presentation
Which of the following types of sales communication formats make the assumption that customer needs and buying motives are homogeneous?:
price concerns
Which of the following types of sales resistance is most common but usually not the most importance issue:
this method focuses on the salesperson and his/her product offerings.
Which statement does not accurately reflect factors that pertain to need-satisfaction selling?
strategic orchestrator
___is the role the salesperson plays in the consultative selling when he/she arranges the use of the sales organization's resources in an effort to satisfy the customer?
false
canned sales presentations are appropriate for relational selling:
true
salespeople should propose and agenda for the sales call but be flexible enough to revise the agenda during the sales call:
develop customers value propositions
sally is looking for a way to clearly communicate why her prospects should do business with her. sally should learn how to:
Sales close process
summarize all confirmed benefits, ask for any additional questions, utilize benefits summary method
true
the most important factors driving the customer's purchase decision process are referred to as buying motives:
locating qualified prospective customers
the sales process begins with?
The salesforce effectiveness gap
there is an incredible discrepancy between the level of importance buyers place on the salesperson and the level of performance they believe they are receiving from the salespeople they are interacting with. Tells us that salespeople are very important but at the same time there is tremendous variability and shortcoming in the level of service being provided by salespeople.
describe all of the products features and benefits.
when attempting to link solutions to needs, the salesperson should not do?:
remember to focus on customer need and how the customer defines value
when planning sales presentation, the salesperson must:
false
"I need to reduce our costs" is an example of an emotional buying motive:
alternative choice
"are you interested in the basic model or would you like the deluxe model" is an example of which type of technique to earn commitment?:
time
"give me a couple of weeks to think it over" is an example of which type of objection?
false
"how do I know you'll meet our delivery requirements?" is an example of a need objection:
false
"how many employees do you have?" is an example of a trial close (check-back) question:
balance sheet commitment
"let's make a list of the pros and cons associated with purchasing my product" is an example of which type of technique to earn commitment?:
false
"our product will help you increase your revenue" is an example of a good customer value proposition:
Direct commitment
"would you like to place an order today?" is an example of which type of technique to earn commitment?:
request for proposals
Tim, a buyer for a large office complex, releases and RFP, and RFP is a(n):
False
Traditional techniques for gaining commitment are still viewed as effective by most professional buyers today
false
Transaction-focused selling and trust-based selling require similar skills
true
Ultimately, customer value is determined by the customer
