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Sales Management
Dec 2025 Examination
Q1. A manufacturing company is introducing a new product to the market. Initial feedback from intermediaries indicates reluctance to stock the product, citing concerns about slow-moving inventory and insufficient marketing support. The company’s marketing strategy calls for close coordination between the manufacturer and intermediaries, including the possibility of sharing promotional risks through cooperative advertising and joint campaigns. As the head of sales, you must design a program that addresses intermediary concerns and motivates them to actively participate in the product’s launch. Imagine you are leading a team of sales executives at a manufacturing company that is launching a new product. The intermediaries (dealers and distributors) are hesitant to stock the product due to perceived risks and lack of promotional support. Using your understanding of sales management and the importance of sharing promotional risks, how would you structure a cooperative promotional program to encourage intermediary participation and ensure effective product distribution? (10 Marks)
Q2. A national insurance company has recently implemented a policy of pairing salespeople with prospects who share similar demographic and personality traits, based on research suggesting higher sales conversion rates in such dyads. However, some sales managers have raised concerns about the practicality and fairness of this approach, especially in diverse markets with limited information on prospects. The company is now reviewing the policy to determine its overall impact on sales performance and customer satisfaction. Evaluate the effectiveness of the current approach to matching sales personnel with prospects based on similarities in background and personality. What potential benefits and drawbacks could arise from this strategy, and how might a sales executive improve the process to maximize successful buyer-seller dyads? (10 Marks)
Q3 (A). A financial services firm is experiencing low conversion rates and wasted sales efforts because its sales team spends too much time on unqualified or inaccessible leads. The company has access to a variety of data sources, including customer directories, credit reports, and feedback from field salespeople, but lacks a structured process for leveraging this information. Management wants to overhaul the prospecting process to better target high-potential clients. Design a process for prospecting and qualifying leads that ensures sales personnel focus their efforts on the most profitable and accessible accounts. How would you incorporate data analysis and field intelligence to continuously refine prospect definitions and improve sales efficiency? (5 Marks)
Q3 (B). A multinational company is expanding into new markets where its sales force will interact with a wide range of customers, from industrial buyers to retail intermediaries and individual consumers. The company recognizes that effective personal selling requires salespeople to adapt their approach to each customer’s personality, background, and buying motivations. However, many sales staff are accustomed to a one-size-fits-all approach and lack experience in tailoring their presentations. Design a comprehensive training program for a sales force that must adapt its personal selling approach to a highly diverse customer base, including industrial clients, retail intermediaries, and end consumers. How would you ensure that sales personnel develop the necessary skills to adjust their personalities and presentations to match each prospect’s unique characteristics and needs? (5 Marks)
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