Description
Sales Management
Jun 2026 Examination
Q1. Ajay, a top-performing sales executive at an electronics firm, is meeting two prospective buyers interested in the company’s latest smart device. Client A is a highly analytical, process-driven IT professional who requests detailed specifications before making decisions. Client B, an entrepreneur, relies on first impressions, emotional appeal, and perceived lifestyle benefits. Although trained in adaptive selling, Ajay tends to use his own analytical communication style with both clients. Using adaptive selling principles, explain how Ajay should modify his sales approach for each client to enhance engagement and conversion. Illustrate your answer using relevant communication theories and personality-based adaptation models. (10 Marks)
Ans 1.
Introduction
Adaptive selling is the practice of altering sales behaviors during a customer interaction based on perceived information about the nature of the selling situation. Research by Weitz, Sujan, and Sujan established that adaptive sellers consistently outperform non-adaptive ones because they match their communication approach to the cognitive and emotional style of each buyer rather than defaulting to a single preferred style. Ajay’s failure to adapt despite training is the central problem here: he is analytically strong but socially inflexible. The two clients in front of him represent almost polar opposite personality and decision-making profiles, and a uniform approach will fail with at least one of them.
Concept and Application
Two frameworks are directly relevant to Ajay’s situation. The DISC personality model classifies
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Q2 (A). A fast-growing e-commerce fashion brand faces high product return rates and declining customer loyalty despite strong initial sales. Management plans to use CRM-based post-purchase engagement through email, SMS, app notifications, and social media. As CRM manager, suggest how such multi-channel engagement can reduce returns and improve loyalty while avoiding customer irritation or privacy concerns. (5 Marks)
Ans 2(A).
Introduction
High return rates in fashion e-commerce are typically caused by size or fit disappointment, product quality mismatch, and impulse purchases made without sufficient decision confidence. CRM-based post-purchase engagement can address all three by intervening at the right moment through the right channel with the right message.
Concept and Application
Multi-channel CRM engagement works when it is triggered by customer behavior, personalized
Q2 (B). A national retailer experiences poor coordination, overlapping responsibilities, and inconsistent performance among sales teams during product launches. Management has relied on tighter deadlines and strict monitoring, resulting in burnout and low morale. Assess the effectiveness of these efficiency policies and suggest how team policies can be adjusted to improve coordination and performance without harming employee well-being. (5 Marks)
Ans 2(B).
Introduction
The retailer’s management response of tighter deadlines and stricter monitoring has addressed the symptoms of poor launch performance while worsening the underlying causes. Burnout and low morale are not side effects of this approach. They are its logical outcome when applied to structural coordination problems that pressure management alone cannot fix.
Concept and Application
Research on team performance distinguishes between coordination problems, which are
