This section provides a quick preview of questions from the document. It may not display every question or the complete wording of each one. For the full content, including diagrams, tables and other information, view the original PDF above.
Q1— Section header —
1.1(6\
1.2(6\
1.3(6\
1.4(4\
1.5(2\
1.6(4\
1.7(6\
1.8(4\
1.9(6\
1.10(2\
1.11(4\ [50] TOTAL SECTION A:50
2.1.1Product specialisation (2\
2.1.2Customers can benefit from expert advice. Each product line receives more management attention as product/brand manager is responsible for a particular product group. Sales ac tivities can be executed in a more focused manner
2.2Direct approach Field observation Exit interviews Tests and assessments To increase the total sales volume To gain new customers To introduce new product lines successfully To promote selected items
2.5Establish performance standards Obtain agreement of performance standards Evaluate actual perfor mance against agreed standards Determine reasons for performance deviations Take corrective action [50]50
Q3— Section header —
3.1Open It reveals the c ompany identity. it reveals sales territory it reveals specific qualifications required Accept any 2 reasons/accept any other relevant explanation (5\
3.2.1Structured interview The sales manager uses the ques tionnaire to ask all the candidates the same question. The question asked are not prescribe
3.3When they leave your co mpany, they could take account and customers with them. When they join your company, they may bring bad habits or business practices with them. They may not be compatible with your company's policies, type of sales
3.4.1Assisting company in meeting sales objectives Compensation plan must provide an incentive for additional energy, effort and time used to sell new products.
3.4.2Attracting and maintaining competent sales force Well designed compensation plan will attrac compet ent staff and retain committed loyal employees over a long period.
3.4.3
3.5Sales managers have many duties and do t always have ti me for training. While they are training managers they can't perform other important management tasks. Daily sales activities can interfere and disrupt training sessions.
Q4— Section header —
4.1Sales managers' ability to supervise and control a larger number of sales people. Type of work that individuals perform. Time available for managing and supervising a sales fo rce. that a supervisor takes to
4.2.2The supervisor assess his/her performance before providing appropriate practical tr aining. To identify strengths and develop these further. To i dentify weakness and teach salespeople techniques to overcome these.
4.3.1To ensure all information obtained from applicants is in order to make objective comparison possible. To save ti me especially during the initial screening phase. To assist the sale manager to prepare for personal interview
4.3.2
4.4.1Salary plus bonus Salary plus commission plus bonus (3\
4.4.2They provide sales managers with flexibility and control over sales representatives. They enable managers to direct sales in a profitable direction. They minimise fluctuations in income during periods of seasonal