Appendix C: Sales Manager Assessment
The following questionnaire is designed to help you assess this person’s sales leadership. Please answer each question by circling the number that best represents your response. For each question, indicate the extent to which this person actually uses the skill described in the statement. Please keep in mind the following:
N means “Not applicable”
1 means “Not at all”
4 means “To some extent”
7 means “To a very great extent”
Please feel free to use numbers between those described to accurately indicate the level of skill use. If a skill does not apply to your organization, circle N.
The questionnaire is divided into six sections. In each section, look through the items and select the one where you feel this person needs to improve the most. For this item, place an “X” in the column marked “Area Needing the Most Improvement.”
In this example, the answer indicates that, in your opinion, the extent to which this person observes sales calls, models sales skills, and provides one-on-one coaching is between “To some extent” and “To a very great extent.” Furthermore, you feel that observing sales calls, modeling sales skills, and providing oneon-one coaching is the area in which this person needs the most improvement.
As you answer each item:
Think about the behavior and attitudes of this person. It might help to reflect on specific experiences.
Give your first impression when answering. Don’t spend a lot of time on any one item.
Be frank. Your responses are completely confidential. We want your candid responses to each of these questions.
Abele, John, William Caesar, and Roland H. John. 2003. “Rechanneling Sales.” McKinsey Quarterly 3.
Aksin, O. Z. and Harker, P. T. 1999. “To Sell or Not to Sell: Determining the Trade-offs between Service and Sales in Retail Banking Phone Centers.” Journal of Service Research 2, no. 1 (August): 19–33.
Behrman, Douglas N., and William D. Perreault Jr. 1984. “A Role Stress Model of the Performance and Satisfaction of Industrial Salespersons.” Journal of Marketing 48 (Fall): 9–21.
Beverland, Michael. 2001. “Contextual Influence and the Adoption and Practice of Relationship Selling in a Business-to-Business Setting: An Exploratory Study.” Journal of Personal Selling and Sales Management 21, no. 3 (Summer): 207–215.
Brendler, William F. 2001. “8 Critical Factors That Make or Break CRM.” Target Marketing (April): 57–61.
Brennan, Michael. 2004. “Flying in Formation: The Organization Commitment of Training and Development.” CLO Magazine (March): 50–52.
Churchill, Gilbert A. Jr., Neil M. Ford, and Orville C. Walker Jr. 1990. Sales Force Management, 3rd ed. Homewood: Richard D. Irwin.
Cichelli, David J. 2003. “2004 Sales Compensation Trends Survey.” Executive Summary, The Alexander Group, Inc., 2.
Compton, Jason. 2004. “Despite Billions in CRM Investment, Financial Customers Still Ready to Walk.” Destination CRM e-newsletter, April 6, 2004.
Costello, D. 2000. “New Measures of CRM Performance.” Customer Relationship Management 2000, (October), 49–62.
CRMCommunity.com. Homepage viewed December 29, 2003.
Del Gaizo, Edward. 1989. “Building a Curriculum That Works.” Personnel (November): 58–61.
———. “Creating Sales Superstars.” 2001. AchieveGlobal white paper.
DePree, Max. 2004. Leadership Is an Art. New York: Doubleday.
Dickie, Jim, and Barry Trailer. 2004. “Sales Effective Insights—The Top Ten Trends for 2004.” CSO Insights.
Dubinsky, Alan J. et al. 1996. “Salesforce Socialization.” Journal of Marketing 50–54, 192–208.
———. 1996. “Some Assumptions about the Effectiveness of Sales Training.” Journal of Personal Selling and Sales Management (Summer): 67–76.
Equation Research. 2002. “Prisoners of Paperwork.” Sales and Marketing Management. (December) 41–45.
Forrester Research, Inc. 2003. Optimism toward eCommerce Returns. (December 30).
Futrell, Charles, and A. Parasuraman. 1984. “The Relationship of Satisfaction and Performance to Salesforce Turnover.” Journal of Marketing 48 (Fall): 33–46.
Galea, Christine. 2002. “2002 Annual Training Survey.” Sales and Marketing Magazine (July): 34–37.
Goleman, Daniel. 1995. Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
Gschwandtner, G. 2001. “The CRM Promise vs. Reality.” Selling Power (April).
Ingram, Thomas N. et al. 2002. “Selling in the New Millennium, a Joint Agenda.” Industrial Marketing Management, no. 31: 559–67.
Jackson, Donald W. Jr., Stephen S. Tax, and John W. Barnes. 1994. “Examining the Sales Force Culture: Managerial Applications and Research Propositions.” Journal of Professional Selling and Sales Management 14, no. 4 (Fall).
Keilor, Bruce et al. 2000. “Relationship-Oriented Characteristics and Individual Salesperson Performance.” Journal of Business and Industrial Marketing 22, no. 1: 7–22.
Kohli, Ajay K. 1985. “Some Unexplored Supervisory Behaviors and Their Influence on Salespeople’s Role Clarity, Specific Self-Esteem, Job Satisfaction, and Motivation.” Journal of Marketing Research 22 (November): 424–433.
Krishnamurthy, Chandru et al. 2003. “Solutions Selling: Is the Pain Worth the Gain?” McKinsey Marketing Solutions white paper. (April)
Ligos, Melinda ed. 2002. “Highlights from our Chief Sales Executive Forum.” Sales & Marketing Management (November).
Malo, Keith, and Mark Marone. 2002. “Technology in the Sales Organization.” Selling Power (April).
Mayer, J.D. and P. Salovey. 1993. “The Intelligence of Emotional Intelligence.” Intelligence, 17(4), 433–42.
Mehta, Rajiv, Bert Rosenbloom, and Rolph Anderson. 2000. “Role of the Sales Manager in Channel Management: Impact of Organizational Variables.” Journal of Personal Selling and Sales Management 20, no. 2 (Spring): 81–88.
Mirani, R., D. Moore, and J. A. Weber. 2001. “Emerging Technologies for Enhancing Supplier-Reseller Partnerships.” Industrial Marketing Management 30: 101–114.
Mobley, William. 1982. Employee Turnover Causes Consequences and Control. Reading: Addison-Wesley.
Mowday, R. T., R. M. Steers, and L. W. Porter. 1979. “The Measurement of Organizational Commitments.” Journal of Vocational Behavior 14: 224–247.
Nunes, Paul, and Frank Cespedes. 2003. “The Customer Has Escaped.” Harvard Business Review (November).
Ott, Steven. 1989. The Organizational Culture Perspective. Chicago: Dorsey Press.
Randall, James E. and Cindy H. Randall. 2001. “A Current Review of Hiring Techniques for Sales Personnel: The First Step in the Sales Management Process.” Journal of Marketing Theory and Practice (Spring): 70–83.
Schaaf, Jeanne. 2004. “SMB Benchmark Survey.” Unpublished research report.
Schein, Edgar H. 1984. Organizational Culture and Leadership. San Francisco: Jossey-Bass.
Schillewaert, Niels, and Michael Ahearne. 2003. “A Survey of More Than 1,000 Sales Execs and Reps Find That Users Need Better Training and Support, Not Top-Flight Technology.” Destination CRM (Dec. 1). Penn State. <http://www.destinationcrm.com>.
Thompson, B. 2001. “What Is CRM?” Customer Relationship Management Primer 2001 (January): 1–3.
———. 2003. “Keeping Customers Is Smart and Profitable. Business Week (July 3).
Watson Wyatt Worldwide. 2002. “Sales Force Compensation and Management: Driving the Top Line in Changing Times.” Self-published research report.
William, Powell. 2001. “Train Today, Sell Tomorrow.” Training and Development Journal (September): 43.
Wilson, Phillip H. et al. 2002. “Investigating the Perceptual Aspect of Sales Training.” The Journal of Personal Selling & Sales Management 22, no. 2 (Spring): 77–86.
Zoltners, Andris A., Prabhakant Sinha, Greggor A. Zoltners. 2001. The Complete Guide to Accelerating Sales Force Performance. Amacom, New York.