Professional Sales 2

Exam 2

The pricing objection is sometimes a budget issue to the buyer.
T/F

True 4.6

The mental state of the salesperson and their \_____________ are the two major parts of the selling process.
price
technique
rejection
product

technique 4.6

Objections are rarely an issue if the price is lower than the current supplier.
T/F

False 4.6

Listening to the prospect's objection is the first part of the seller's response.
T/F

True 4.6

The buyer's response "I'll think about it" is always a no in disguise.
T/F

False 4.6

Objections are frequently driven by the buyer's concern for risk.
T/F

True 4.6

The handling of an objection has several common parts that include listening, understanding, price, and solution.
T/F

False 4.6 (respond empathetically)

Confirming and validating the buyer's concern is part of which process?
listening
solution
understanding
none of the above

understanding 4.6

Many objections on the part of the buyer simply indicates that they need \________.
more time
more information
a solution to a problem
all of the above

all of the above 4.6

The pricing objection can be a deterrent to gaining commitment.
T/F

True 4.7

During the stages of gaining commitment, the salesperson must be:
assertive
patient
trustworthy
all of the above

all of the above 4.7

Confirming and summarizing the discussions between the sales and client is not a necessary step.
T/F

False 4.7

Options for the solutions to the client's problems should only represent the salesperson's perspective.
T/F

False 4.7

Gaining commitment is the final step of closing.
T/F

False 4.7

The process of gaining commitment comes naturally to every salesperson.
T/F

False 4.7

Sales should expedite the pace of gaining commitment.
T/F

False 4.7

The goals of the gameplan should never be flexible if gaining commitment is well planned.
T/F

False 4.7

Objections on the part of the client are possible if the prospect does not see:
a better price
solutions to their plan
value
only b and c

only b and c 4.7

The critical elements that should NOT be considered in gaining commitment from the prospect includes:
the salesperson's availability
timing of client's needs
client's budget
importance of the client's needs
all of the above

the salesperson's availability 4.7

Which of the following is an outcome or results goal?
number of appointments
number of prospecting calls
units sold this quarter
average price per transaction

units sold this quarter 5.1

Which of the following is an activity or behavioral goal?
number of prequalification phone calls made to prospects
average price per transaction
sales growth vs prior quarter
number of appointments generated per phone call made

number of prequalification phone calls made to prospects 5.1

Which of the following is a conversion rate goal?
annual sales growth
number of new customers generated
number of sales per appointment
number of customers lost

number of sales per appointment 5.1

Which of the following is a SMART professional development goal?
identify a new mentor
read two John Maxwell Leadership books by the end of the year
develop a positive mindset
lose weight
improve my closing skills

read two John Maxwell Leadership books by the end of the year 5.1

Which of the following is an outcome or results number?
number of appointments
number of prospecting calls
total revenue this quarter
average price per transaction

total revenue this quarter 5.2

Which of the following is an activity or behavioral number?
Number of prequalification phone calls made to prospects
average price per transaction
sales growth vs prior quarter
number of appointments generated per phone call made

Number of prequalification phone calls made to prospects 5.2

Which of the following is a conversion rate number?
annual sales growth
number of new customers generated
number of sales per appointment
number of customers lost

number of sales per appointment 5.2

Assume that the sales process requires two appointments to close the sale. In the first appointment, the salesperson builds rapport and completes a needs analysis. In the second sales appointment, the salesperson presents a recommendation, handles objections, and asks for a commitment. After tracking their numbers for 3 months, the salesperson discovers that they converted 20% of their prospecting calls into appointments, converted 60% of their first appointments into second appointments, and converted 70% of their second appointments into closed sales. Based on these conversion rates, which skill needs the most development for the salesperson?

listening to connect with the customer personally
learning to ask better needs analysis questions
learning to match features and benefits to the needs identified
learning better closing techniques
improving their prospecting phone script

improving their prospecting phone script 5.2

Which of the following items does a salesperson have the most control over?
sales quota achievement at the end of the quarter
average selling price of the product
number of prospecting phone calls they make
number of days they can spend on selling

number of prospecting phone calls they make 5.2

Poor time management is often the primary pitfall of new sales personnel.
T/F

True 5.3

Increasing available selling time is the number one priority for sales.
T/F

True 5.3

Which of the following is true of time management?
you cannot manage time
you can only manage what you do with time
both of the above
none of the above

both of the above 5.3

A good time management methodology on the part of a salesperson:
will increase selling time
reduce stress and increase confidence
improve productivity
all of the above
only a and c

all of the above 5.3

Which time management tactics are best related to sales success?
eliminating nonessential tasks
avoiding procrastination
focusing on one item at a time
prospecting time around customers
all of the above

all of the above 5.3

Since sales is all about face-to-face meetings with clients, sales tactics are not important
T/F

True 5.3 ?

Contacting all available leads is critical toward increasing sales because sales is a "numbers game."
T/F

False 5.3

All Customer Relationship Management (CRM) systems are expensive and have value for only the high performers.
T/F

False 5.3

Good time management is basically developing a good "to-do-list."
T/F

False 5.3

Tracking progress toward sales goals is not as important as prospecting.
T/F

False 5.3

How big should a territory be?
a state
large enough to contain sufficient market potential
100 sq miles
four counties
a statistical metropolitan area

large enough to contain sufficient market potential 5.4

Who typically establishes territories?
salesperson
customers
product managers
sales managers
sales team

sales managers 5.4

What is the best way to allocate sales calls across a territory?
by customer type
by driving time
by customer potential and competitive position
by an ABC analysis

by customer potential and competitive position 5.4

How often does a territory management plan need revised?
weekly
monthly
quarterly
annually
when conditions change

when conditions change 5.4

If you are a new salesperson, how would you establish sales call productivity assumptions?
guess
google it
ask another new salesperson
ask a seasoned veteran

ask a seasoned veteran 5.4

A "growth mindset" is a positive mental state that influences how you think.
T/F

True 5.5

Emotional Intelligence (EQ) for a salesperson is often more important than their IQ.
T/F

True 5.5

Emotional Intelligence provides:
ways to communicate effectively
empathize with others
overcome challenges
defuse conflict
all of the above

all of the above 5.5

The use of persuasion is always more effective in sales to secure an order.
T/F

False 5.5

Empathy is more concerned with understanding how a person feels and has little importance in sales.
T/F

False 5.5

Which skill is related to demonstrating integrity, building trust and security to a prospect or client?
competitiveness
resiliency
problem-solving
confidence
none of the above

confidence 5.5

There is a time to talk and a time to . . .
present
persuade
convince
listen

listen 5.5

Delivery, tone, and emphasis are related to which skill?
problem-solving
resiliency
communication
empathy

communication 5.5

Good sales skills are . . .
developed over time
improved through practice
inherited
a and b
none of the above

a and b 5.5

What describes a "growth mindset?"
rejection is not a "no"
challenges improve tenacity
feedback and criticism is welcomed
always trying to achieve sales goals
all of the above

all of the above 5.5

The career development needs for a salesperson in consumer sales is no different than a career in selling to other businesses.
T/F

False 5.6

For most sales personnel, career development is only a short-term need at the beginning of their career.
T/F

False 5.6

One of the BEST resources for career development is
read more books on career development
follow the practices of top successful salespeople
rely on your customer feedback
none of the above

follow the practices of top successful salespeople 5.6

The key to a career in sales starts with assessing what you are passionate about.
T/F

True 5.6

A position in sales has many freedoms with how the salesperson plans their time. It is important that they:
develop a daily list of activities the day before
have written goals
define their daily priorities
all of the above

all of the above 5.6

Career development for a salesperson starts with a commitment to improve the skills necessary to succeed.
T/F

True 5.6

A career development need of every salesperson is:
develop credibility with everyone
practice the "golden rule"
time management
setting priorities and goals
all of the above

all of the above 5.6

Career development needs is:
a lifelong process
a short-term remedy to start a career in sales
required to for success
a and c
none of the above

a lifelong process 5.6

Creating a career development plan will:
take time away from prospecting
reduce sales revenues
lead to success
increase chances for more opportunities
c and d

c and d 5.6

Every level of sales will require a continuation of career development.
T/F

True 5.6

Consultative selling is "best" defined as a sales approach that:
Increases sales through persistence
Improves the salesperson ability to secure more opportunities to quote
Prioritizes relationships and open dialogue to identify and provide solutions to a customer's needs
Demonstrates the features and benefits of their product/service

Prioritizes relationships and open dialogue to identify and provide solutions to a customer's needs 6.1

Adaptive selling takes place when:
The salesperson provides the best price to meet the needs of the client
Finding the best approach to persuade the customer to buy your product
The salesperson understands the customer's needs and provides solutions

The salesperson understands the customer's needs and provides solutions 6.1

The difference between servicing a product and servicing a customer is:
Providing a product or service to solidify a sale
Present several products that may best fit their needs
Understanding the specific needs of the client and the solution

Understanding the specific needs of the client and the solution 6.1

The consultative sales approach focuses attention on the end benefit of the sale to the client and not the components and cost.
T/F

True 6.1

A true consultative salesperson solves client's problems and improves their profitability.
T/F

True 6.1

To be a successful salesperson, the salesperson's mindset must focus on value.
T/F

True 6.1

The consultative salesperson's pricing will typically be higher than the competition?
T/F

False 6.1

One of the major differences between consultative selling and transactional is the way the two methods deal with price.
T/F

True 6.1

Initially, consultative selling was conceived as a sales strategy that changed the terms and conditions of the salesperson's competition.
T/F

True 6.1

In order for consultative sales to be effective, both seller and buyer must see a benefit.
T/F

True 6.1

A trust building relationship is an ongoing process.
T/F

True 6.2

When you experience a problem with a service issue, as the salesperson, it is best to start the first encounter with the client by telling them why there was a miscue.
T/F

False 6.2

Adding new accounts is equally important to maintaining your current customer relationships to offset the company's attrition rate.
T/F

False 6.2 (you want to maintain current customers bc it's harder and more costly to acquire new ones)

First impressions are important, but do not result in building a long-term relationship.
T/F

False 6.2

Only the front side of the sale is important as a consultative salesperson. The aftercare is not important.
T/F

False 6.2

Which item in this list is LEAST important to a consultative salesperson for success?
providing value to the client
building trust
presenting your products' benefits and features
listening to your client's needs
developing a personal relationship

presenting your products' benefits and features 6.2

A consultative salesperson will know the client's needs without the client's input.
T/F

True 6.2

Developing the mindset of "servant leadership" is:
somewhat important
not important
very important
not always important

very important 6.2

Which item below is considered an engaging factor in building a relationship?
face-to-face visit
thank-you note
birthday card
listening
all of the above

all of the above 6.2

A negative experience with a client:
may be easily overcome with a sales call
is the result of the salesperson not being totally engaged
often is having a higher price than the competition
should be offset by a discount on their next order

is the result of the salesperson not being totally engaged 6.2

When you develop mutual goals with your client:
you're addressing the client's pain points
you're deepening your value with the client
you're more focused on your personal goals
a and b

a and b 6.3

The client's pain point fall into two categories.
T/F

False 6.3 (four categories: financial, productivity, process, support)

The "Cognitive Triangle" is a technique to:
formulate a plan for organizing goals
determining the most important pain points
develop SMART goals
none of the above

none of the above 6.3 (Understand how your customer thinks, feels, and responds to you and your company's products)

Many clients lack clarity on how to approach their goals.
T/F

True 6.3

The SMART model includes several key approaches that include:
specificity
ways to measure success
attempts to focus on attainable goals
goals that are relevant
all of the above

specificity 6.3 ?

The "Cognitive Triangle" is a tool that each salesperson uses.
T/F

False 6.3

Knowing your clients pain points will improve the salesperson's ability to:
Improve their ability to position their products and prove their value
Focus on setting the client's goals
Develop SMART goals
none of the above
all of the above

Improve their ability to position their products and prove their value 6.3

Every goal should have the ability to measure results.
T/F

True 6.3

Attainable goals should never include stretch.
T/F

False 6.3

Sometimes it is necessary and advisable to make assumptions related to your client's pain points to move the process forward.
T/F

True 6.3

The three basic principles of the strategies discussed in this unit are. .
Negotiate, collaborate, and confirm
Collaborate, educate, and negotiate
Negotiate, develop, and support

Collaborate, educate, and negotiate 6.4

Middle-level managers include. . .
cost center managers
purchasing managers
profit center managers
all of the above

all of the above 6.4

When partnering with a customer whose company is commodity oriented, the best strategy is focus on:
improving margins
promoting quality
increasing sales volume
reducing lead times

increasing sales volume 6.4

An unpartnered salesperson and consultant cannot sell within a customer's company.
T/F

True 6.4

One strategy to achieve an alliance by improving customer service is:
Maintain a schedule of customer visits
Follow-up after each sale
Place a customer service person within the client's organization
Add a second customer service person to the account

Place a customer service person within the client's organization 6.4

Establishing a periodic review of your performance with the client is not a real strategy.
T/F

False 6.4

Which of these qualifies as a strategy towards a customer alliance?
reducing your price
improving customer service
lowering variable costs
improving cycle times
b, c, and d

b, c, and d 6.4