A salesperson for an athletic shoe company is assigned the functions of order-getting, order-taking, and sales support. Is this a mistake by his company?
A. No, because sales support activities can require a great deal of technical knowledge.
B. No, because order-getters tend to be less well trained than order-takers.
C. Yes, because one employee may fulfill all three types of roles for some businesses.
D. Yes, because supporting salespeople should always be involved in order-getting as well.
E. Yes, because order-takers are often required to develop sales presentations.
Answer: C
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What is the purpose of offering free merchandise or other considerations when a firm has bad news regarding transaction?
A) To salvage as much of the original order as possible B) To encourage a new order to replace the current transaction C) To rebuild the customer's confidence in your company D) To encourage the placement of an even larger order E) To bundle the shipment with the previous transaction for an even greater cost savings
All of the following are guidelines an organization can use to promote the challenging of the status quo, except
A. establishing a "culture of dissent." B. forcefully creating a sense of urgency. C. creating a result-based reward system. D. fostering a culture that encourages risk taking.
Which of the following entities would probably use a process costing system?
A) A custom boat builder B) A custom furniture manufacturer C) A one of a kind jewelry creator D) An oil refinery.
Perhaps the most reliable way for a company to improve its financial performance over time is to
A. recognize that the achievement of strategic objectives signals that the company is well positioned to sustain or improve its performance. B. not allocate any resources to the achievement of strategic objectives until it is very clear that the company can meet or beat its stretch financial performance targets. C. put 100 percent emphasis on the achievement of its short-term and long-term financial objectives. D. avoid use of the balanced-scorecard philosophy since achievement of financial performance targets is obviously more important than the achievement of strategic performance targets. E. substitute financial intent for strategic intent and judiciously concentrate on the mission of making a profit.