销售管理英文

经典word整理文档，仅参考，双击此处可删除页眉页脚。本资料属于网络整理，如有侵权，请联系删除，谢谢！名词解释1.AbsorptiontrainingAmethodofsalestrainingthatinvolvesfurnishingtraineesorsales-peoplewithmaterialsthattheyperusewithoutopportunityforimmediatefeedbackandquestioning.2.AchievingcongruenceTheprocessofmatchingthecapabilitiesofasalesrecruitwiththeneedsoftheorganization3.AchievingrealismTheprocessofgivingasalesrecruitanaccurateportrayalofthesalesjob.4.BuyingcenterThemanyindividualsfromafirmwhoparticipateinthepurchasingprocess5.CommissionbaseCommissionpaybasedonsalesvolumeorsomemeasureofprofitability6.CompetitiveknowledgeKnowledgeofacompetitiveproductsstrengthsandweaknessesinthemarket7.ContinuedaffirmationAnexampleofstimulusresponsesellinginwhichaseriesofquestionsorstatementsfurnishedbythesalespersonisdesignedtoconditiontheprospectivebuyertoanswering“”timeaftertime,until,itishoped,heorshewillbeinclinedto””totheentiresalesproposition.8.CustomerknowledgeInformationrelatingtocustomers’needs,buyingmotives,buyingprocedures,andpersonalities9.CustomerrelationshipmanagementAbusinessstrategytoselectandmanagethemostvaluablecustomerrelationships.Itrequiresacustomer-centricbusinessphilosophyandculturetosupporteffectivemarketing,sales,andserviceprocesses.10.EmployeereferralprogramsInter-organizationalprogramsinwhichexistingemployeesareusedassourcesforrecruitingnewsalespeoplebecausetheyhaveagoodunderstandingofthetypeofpersonsoughtforasalesposition.11.IntegratedmarketingcommunicationThestrategicintegrationofmultiplemarketingcommunicationtoolsinthemosteffectiveandefficientmanner12.JobdescriptionAwrittensummaryofthejob13.MarketingmixAmarketingofferdesignedtoappealtoadefinedtargetmarket14.MarketingstrategyAnorganizationalstrategylevelthatincludestheselectionoftargetmarketsegmentsandthedevelopmentofamarketingmixtoserveeachtargetmarket.15.MentalstatessellingAnapproachtopersonalsellingthatassumesthatthebuyingprocessformostbuyersisessentiallyidenticalandthatbuyerscanbeledthroughcertainmentalstates,orsteps,inthebuyingprocess;alsocalledtheformulaapproach16.MotivationAmeasurementofansintensity,persistence,anddirection.17.PersonalsellingPersonalcommunicationwithanaudiencethroughpaidpersonnelofanorganizationoritsgentsinsuchawaythattheaudienceperceivesthecommunicatorsorganizationasbeingthesourceofthemessage.Sales-forcesocializationTheprocessbywhichsalespeopleacquiretheknowledge,skills,andvaluesessentialtoperformtheirjobs.19.Sales-forceauditAsystematic,diagnostic,prescriptivetoolthatcanbeemployedonaperiodicbasistoidentifyandaddresssalesdepartmentproblemsandtopreventorreducetheimpactorfutureproblems20.Sales-forcedeploymentImportantsalesmanagementdecisionsinvolvedinallocatingsellingeffort,determiningsales-forcesize,anddesigningterritories21.SpanofcontrolThenumberofindividualswhoreporttoeachsalesmanager22.SpecializationAconceptinwhichcertainindividualsinanorganizationconcentrateonperformingsomeoftherequiredactivitiestotheexclusionofothertasks23.StrategicbusinessunitAsingleproductorbrand,alineofproducts,oramixofrelatedproductsthatmeetsacommonmarketneedoragroupofrelatedneeds,andtheunitsmanagementisresponsibleforall(ormost)ofthebasicbusinessfunctions.24.TerritoryAdesignatedareathatconsistsofwhateverspecificaccountsareassignedtoaspecificsalesperson.简答题1.BrieflydescribethesixcomponentsofthesalesleadershipmodelA:Power--ofthesalesperson,salespeople,orotherpartywithwhomthesalesmanagerisinteractingPower--ofthesalesmanagerSituation--includingtimeconstrains,natureofthetask,organizationalhistory,andgroupnorms.Needs--ofthesalesperson,salespeople,orotherpeoplewithwhomthesalesmanagerisinteractingGoalsandobjectives--oftheindividualsandtheorganizationLeadershipskills--anticipation,diagnostic,selectionandmatching,andcommunications.2.Describefiveinfluencestrategies,includingthepowerbasesrelatedtoeachstrategy.A:Influencestrategiesusedbysalesmanagerscouldbebasedonthreats,promises,persuasion,relationships,ormanipulation,Unliketheotherfourstrategies,manipulationdoesnotinvolveface-to-faceinteractionswiththetargetofinfluence.Threatsusecoercivepower,whereaspromisesstemfromtherewardpowerbase.Persuasionsuesexpertandreferentpower.Legitimateandreferentpowerareusedwheninfluencestrategyisbasedoninterpersonalrelationships.3.Describefivetypesofpowerthataffectleadership.Whataretheproblemsassociatedwithoverrelianceonrewardandcoercivepower?A：Fivepowerbasesarecoercive,reward,legitimate,referent,andexpert.Coercivepowerisassociatedwithpunishmentandistheoppositeofrewardpower.Legitimatepowerstemsfromtheindividualspositionintheorganizationalhierarchy.Referentpowerisheldbyonepersonwhenanotherpersonwantstomaintainarelationshipwiththatperson.Expertpowerisattributedtothepossessionofinformation.Asalesmanagerandthosewithwhomheorsheinteractsmayuseoneormorepowerbasesinagivensituation.4.Discussfourmethodsfordeliveringsalestraining.A:classroom/conferencetraining,on-the-jobtraining,behavioralsimulations,andabsorptiontraining.5.Discusshowthetypeofbuyingsituationaffectsthebuyingcenter,buyingprocess,andbuyingneeds.A:①Newtaskbuyingsituation:theorganizationispurchasingaprocductforthefirsttime,posesthemostproblemsforbuyer.Itwillusealengthyprocesstocollectandevaluatepurchaseinformation.Thedecision-makingprocessinthistypeofsituationisoftencalledextensiveproblemsolving.②Modifiedrebuybuyingsituation:existswhentheaccounthapreviouslypurchasedandusedtheproduct.Itwillusuallywanttocollectadditionalinformationandmaymakeachangewhenpurchasingareplacementproduct.③Straightrebuybuyingsituation:theaccounthasconsiderableexperienceinusingtheproductandissatisfiedwiththecurrentpurchasearrangements.Thedecision-makingprocessroutinizedresponsebehavior.Discussthesituationalfactorsthatsuggesttheneedforspecializationandcentralization.Provideaspecificexampleofeachfactordiscussed.A:Sellingsituationfactoreandorganizationalstructure:OrganizationstructureSpecializationHighenvironmentNonroutineuncertaintyCentralizationLowenvironmentalRepetitiveuncertaintyeffectivenessSpecialization:forexample,whenafirmhasasimpleproductofferingbutcustomershavedifferentneeds,amarket-specializedsaleforceisrecommended.Centralization:forexample,decentralizedorganizationstructurewithfewmanagementlevels,largespansofcontrol,andtheuseofstaffpositionmaybeconsistentwithaspecializedsalesforceinsomesellingsituationbutnotinothers.7.Howistheprocessofsettingobjectivesforsalestrainingbeneficialtosalesmanagers?A:Bysettingobjectives,thesalesmanagercanprioritizetraining,allocateresourcesconsistentwithpriorities,communicatethepurposeofthetrainingtointerestedparties,andperhapsgaintopmanagementsupportforsalestraining.1.Increasesalesorprofits,2.Createpositiveattitudesandimprovesalesforcemorale.3.Reduceroleconflictandambiguity.4.Introducenewproductmarket,andpromotionalprograms.5.Developsalespeopleforfuturemanagementpositions.6.Ensureawarenessofethicalandlegalresponsibilities7.Teachadministrativeprocedures.8.Ensurecompetenceintheuseofscalesandsalessupporttools.9.Minimizesalesforceturnoverrate.10.Improveteamworkandcooperativeefforts.8.Identifyfivedifferentsalesorganizationproductivityratiosthatyouwouldrecommend.Describehoweachwouldbecalculatedandwhatinformationeachwouldprovide.(P266)9.Whatarefourcategoriesofskillsthatcouldbeusefulinleadership?A:①Anticipationandseekingfeedback:properanticipationmayprovidefurthercustomerrelationship.Onewayleaderswilltrytoextendtheirvisionintothefutureistoseekfeedbackfromcustomers,salespeopleandotherimportantsourcesregularly.②Diagnosticskills:effectiveleadersmustbeabletodeterminethespecificnatureoftheproblemoropportunitytobeaddressed.③Selectionandmatching:theimportanceofselectingappropriateleadershipresponsetomatchthesituationishighlightedintheresearchdealingwithsalespeoplesconcernsastheymovethroughcareerstage.④Communication:effectiveleadersdelivernear,timelyinformationthroughappropriatemediaorinterpersonalcommunications.10.Whataresixmethodsofassessingsalestrainingneeds?Caneachofthesemethodsbeusedineitheraproactiveorreactiveapproachtodeterminingtrainingneeds?A:Salesmanagersmayassessneedsthroughasales-forceaudit,performancetesting,observation,asales-forcesurvey,acustomersurvey,orajobanalysis.Itisrecommendedthatsales-forcetrainingneedstobeassessedinaproactivefashion;thatis,needsshouldbeassessedbeforeperformanceproblemsoccurratherthanafterproblemsoccur.Typicalsalestrainingneedsincludeproduct,customer,andcompetitiveknowledge;salestechniques;andtimeandterritorymanagement11.Whataretheimportantrelationshipsbetweenspanofcontrol,managementlevels,linepositionsstaffpositions,specialization,andcentralization?A:Anysalesorganizationstructurecanbeevaluatedintermsofthetypesofthetypesanddegreesofspecializationandcentralizationaffordedbythestructure,salesmanagementorganizationdesignalsorequiresdecisionsconcerningthenumberofmanagementlevels,spansofcontrol,andlineversusstaffpositions.Ingeneral,moremanagementlevelsresultinsmallerspansofcontrolandmorestaffpositionsresultinmoresalesmanagementspecialization.12.Whatarethenonfinancialcompensationrewardsdiscussedinthismodule?Whatsuggestionscanyoumakeforadministratingrecognitionrewards?A:Nofinancialcompensationincludeopportunityforpromotion,senseofaccomplishment,opportunityforpersonalgrowth,recognitionandjobsecurity.Informalrecognitioniseasytoadminister,costnothingorpracticallynothingandcanreinforcedesirablebehaviorimmediatelyafteritoccurs.Formalrecognitionprogramsaretypicallybasedongroupcompetitionorindividualaccomplishmentsrepresentingimprovedperformance.Asacompany,inordertoadministraterecognitionrewardsthatthebalanceandselectionbetweenformalandinformalwayisveryimportant.Whenthesalesmanagerisevaluatingsalestra