销售管理英文

名词解释
1.Absorption training
A method of sales training that involves furnishing trainees or sales-people with materials that they peruse without opportunity for immediate feedback and questioning.
2.Achieving congruence
The process of matching the capabilities of a sales recruit with the needs of the organization
3.Achieving realism
The process of giving a sales recruit an accurate portrayal of the sales job.
4.Buying center
The many individuals from a firm who participate in the purchasing process
mission base
Commission pay based on sales volume or some measure of profitability
petitive knowledge
Knowledge of a competitive product’s strengths and weaknesses in the market
7.Continued affirmation
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.
8.Customer knowledge
Information relating to customers’ needs, buying motives, buying procedures, and personalities
9.Customer relationship management
A business strategy to select and manage the most valuable customer relationships. It requires a customer-centric business philosophy and culture to support effective marketing, sales, and service processes.
10.Employee referral programs
Inter-organizational programs in which existing employees are used as sources for recruiting new salespeople because they have a good understanding
of the type of person sought for a sales position.
11.Integrated marketing communication
The strategic integration of multiple marketing communication tools in the most effective and efficient manner
12.Job description
A written summary of the job
13.Marketing mix
A marketing offer designed to appeal to a defined target market
14.Marketing strategy
An organizational strategy level that includes the selection of target market segments and the development of a marketing mix to serve each target market.
15.Mental states selling
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
16.Motivation
A measurement of an individual’s intensity, persistence, and direction.
17.Personal selling
Personal communication with an audience through paid personnel of an organization or its gents in such a way that the audience perceives the communicator’s organization as being the source of the message.
18.Sales-force socialization
The process by which salespeople acquire the knowledge, skills, and values essential to perform their jobs.
19.Sales-force audit
A systematic, diagnostic, prescriptive tool that can be employed on a periodic basis to identify and address sales department problems and to prevent or reduce the impact or future problems
20.Sales-force deployment
Important sales management decisions involved in allocating selling effort, determining sales-force size, and designing territories
21.Span of control
The number of individuals who report to each sales manager
22.Specialization
A concept in which certain individuals in an organization concentrate on performing some of the required activities to the exclusion of other tasks
23.Strategic business unit
A single product or brand, a line of products, or a mix of related products that meets a common market need or a group of related needs, and the unit’s management is responsible for all (or most) of the basic business functions.
24.Territory
A designated area that consists of whatever specific accounts are assigned to a specific salesperson.
简答题
1.Briefly describe the six components of the sales leadership model
A: Power-- of the salesperson, salespeople, or other party with whom the sales manager is interacting
Power-- of the sales manager
Situation-- including time constrains, nature of the task, organizational history, and group norms.
Needs-- of the salesperson, salespeople, or other people with whom the sales manager is interacting
Goals and objectives-- of the individuals and the organization
Leadership skills-- anticipation, diagnostic, selection and matching, and communications.
2.Describe five influence strategies, including the power bases related to
each strategy.
A: Influence strategies used by sales managers could be based on threats, promises, persuasion, relationships, or manipulation, Unlike the other four strategies, manipulation does not involve face-to-face interactions with the target
of influence. Threats use coercive power, whereas promises stem from the reward power base. Persuasion sues expert and referent power. Legitimate and referent power are used when influence strategy is based on interpersonal relationships.
3.Describe five types of power that affect leadership. What are the problems
associated with over reliance on reward and coercive power?
A：Five power bases are coercive, reward, legitimate, referent, and expert. Coercive power is associated with punishment and is the opposite of reward power. Legitimate power stems from the individual’s position in the organizational hierarchy. Referent power is held by one person when another person wants to maintain a relationship with that person. Expert power is attributed to the possession of information. A sales manager and those with whom he or she interacts may use one or more power bases in a given situation.
4.Discuss four methods for delivering sales training.
A: classroom/conference training, on-the-job training, behavioral simulations, and absorption training.
5.Discuss how the type of buying situation affects the buying center, buying
process, and buying needs.
A:①New task buying situation: the organization is purchasing a procduct for the first time, poses the most problems for buyer. It will use a lengthy process to collect and evaluate purchase information. The decision-making process in this type of situation is often called extensive problem solving.
②Modified rebuy buying situation: exists when the account ha previously purchased and used the product. It will usually want to collect additional information and may make a change when purchasing a replacement product.
③Straight rebuy buying situation: the account has considerable experience in using the product and is satisfied with the current purchase arrangements. The decision-making process routinized response behavior.
6.Discuss the situational factors that suggest the need for specialization and
centralization. Provide a specific example of each factor discussed.
Specialization: for example, when a firm has a simple product offering but customers have different needs, a market-specialized sale force is recommended. Centralization: for example, decentralized organization structure with few management levels, large spans of control, and the use of staff position may be consistent with a specialized sales force in some selling situation but not in others. 7.How is the process of setting objectives for sales training beneficial to
sales managers?
A: By setting objectives, the sales manager can prioritize training, allocate resources consistent with priorities, communicate the purpose of the training to interested parties, and perhaps gain top management support for sales training.
1. Increase sales or profits,
2. Create positive attitudes and improve sales force morale.
3. Reduce role conflict and ambiguity.
4. Introduce new product market, and promotional programs.
5. Develop sales people for future management positions.
6. Ensure awareness of ethical and legal responsibilities
7. Teach administrative procedures.
8. Ensure competence in the use of scales and sales support tools.
9. Minimize sales force turnover rate.
10. Improve teamwork and cooperative efforts.
8.Identify five different sales organization productivity ratios that you wou
ld recommend. Describe how each would be calculated and what informa
tion each would provide. (P266)
9.What are four categories of skills that could be useful in leadership?
A:①Anticipation and seeking feedback: proper anticipation may provide further customer relationship. One way leaders will try to extend their vision into the future is to seek feedback from customers, sales people and other important sources regularly.
②Diagnostic skills: effective leaders must be able to determine the specific nature of the problem or opportunity to be addressed.
③Selection and matching: the importance of selecting appropriate leadership response to match the situation is highlighted in the research dealing with sales people’s concerns as they move through career stage.
④Communication: effective leaders deliver near, timely information through appropriate media or interpersonal communications.
10.What are six methods of assessing sales training needs? Can each of
these methods be used in either a proactive or reactive approach to determining training needs?
A: Sales managers may assess needs through a sales-force audit, performance testing, observation, a sales-force survey, a customer survey, or a job analysis. It
is recommended that sales-force training needs to be assessed in a proactive fashion; that is, needs should be assessed before performance problems occur rather than after problems occur. Typical sales training needs include product, customer, and competitive knowledge;sales techniques; and time and territory management
11.What are the important relationships between span of control, management
levels, line positions staff positions, specialization, and centralization?
A:Any sales organization structure can be evaluated in terms of the types of the types and degrees of specialization and centralization afforded by the structure , sales management organization design also requires decisions concerning the number of management levels, spans of control, and line versus staff positions. In general, more management levels result in smaller spans of control and more staff positions result in more sales management specialization.
12.What are the nonfinancial compensation rewards discussed in this module?
What suggestions can you make for administrating recognition rewards?
A:No financial compensation include opportunity for promotion, sense of accomplishment, opportunity for personal growth , recognition and job security. Informal recognition is easy to administer, cost nothing or practically nothing and can reinforce desirable behavior immediately after it occurs. Formal recognition programs are typically based on group competition or individual accomplishments representing improved performance. As a company, in order to administrate recognition rewards that the balance and selection between formal and informal way is very important. 13.When the sales manager is evaluating sales training alternatives, what four
areas should he or she consider?
A: Evaluation of alternatives is a search for an optimal balance between cost and effectiveness. One key issue is the selection of trainers, whether from outside the company (external) or inside the company (internal). Another is the potential location or locations for training. Still another important factor is the method or methods to use for various topics. Sales training methods include classroom/conference training, on-the-job training, behavioral simulations, and absorption training. The sales manager must also consider whether to use various sales training media, such as printed material, audio-and videotape and CDs, and computer-assisted instruction. 14.Why is personal selling typically emphasized in business markets and
advertising emphasized in consumer markets?
A:Personal selling is normally emphasized in business markets where there
are relatively few layers, usually in concentrated locations, who make important purchase of complex products and require a great deal of information and service.Firms often use advertising to generate company and brand awareness and to identify potential customers, so advertising emphasized in consumer market.。