Description

Sales Management

Sep 2026 Examination

 

 

Q1. A renewable energy equipment company plans to launch operations in three new regions and urgently needs experienced sales professionals who can sell complex solutions to business clients. However, the company’s current recruitment efforts depend mainly on generic job advertisements, producing many low-quality applicants and few candidates with the required adaptability, product learning ability, and relationship-building skills. Competitors with stronger market reputations are attracting the best talent first. The sales head believes the firm must shift from reactive hiring to a proactive strategy that reaches both active and passive candidates while also improving the company’s attractiveness as an employer in the sales market. Apply the recruitment strategies from the context to recommend how the company should build a stronger sales talent pipeline. Which combination of employee referrals, passive candidate outreach, online platforms, and employer branding should be prioritized, and why? (10 Marks)

Ans 1.

Introduction

This renewable energy equipment company’s expansion into three new regions exposes a common weakness in reactive recruitment: generic job advertisements attract volume without the specific adaptability, product-learning ability, and relationship-building skills needed to sell complex solutions to business clients, while competitors with stronger reputations reach the best candidates first. Selling technical, high-value solutions to business buyers requires representatives who can learn quickly, adjust to unfamiliar regional markets, and build the kind

 

Its Half solved only

Buy Complete assignment from us

Price – 190/  assignment

NMIMS Online University Complete SolvedAssignments  session SEPT  2026

Last date AUG 2026

buy cheap assignment help online from us easily

we are here to help you with the best and cheap help

Contact No – 8791514139 (WhatsApp)

OR

Mail us-  [email protected]

Our website – www.assignmentsupport.in

 

Q2. A mid-sized B2B services firm has grown rapidly over the last year, but its sales operations still depend on spreadsheets, personal notes, and weekly verbal updates. Sales representatives track leads in different formats, and managers often discover too late that follow-ups were missed or deals were stalled in the pipeline. Forecasts are frequently inaccurate because information is fragmented and not updated in real time. The managing director is considering a CRM platform with dashboards to monitor leads, conversion stages, and rep-wise performance. However, some senior salespeople argue that such systems are expensive, time-consuming, and may reduce selling time rather than improve it. Evaluate the effectiveness of relying on spreadsheets and informal updates in this case. Should the firm invest in CRM and dashboard tools, and how would you justify your recommendation by weighing operational benefits, performance visibility, and possible implementation challenges? (10 Marks)

Ans 2.

Introduction

This mid-sized B2B services firm’s rapid growth has outpaced the informal processes, spreadsheets, personal notes, and weekly verbal updates, that once worked when the sales team was small enough for a manager to hold the full pipeline in memory. Evaluating whether to invest in a CRM platform with dashboards requires weighing the genuine operational risk created by fragmented, stale information against the equally genuine concern that a poorly implemented system could reduce selling time rather than improve it. The managing director’s

 

Q3(A). An online fashion retailer has seen rising sales through influencer campaigns, but its return rates and negative reviews have also increased sharply. Internal analysis shows that many customers buy impulsively during promotions, then feel uncertain after delivery because product expectations, sizing, and styling support are not aligned with their needs. The company tracks orders, complaints, social media comments, and customer service interactions through its CRM, but these insights are not being translated into action. Senior management believes the problem is not only product-related but also linked to weak post-purchase engagement. You have been invited to propose a fresh relationship-building approach that strengthens satisfaction after the sale and improves long-term customer value. Create a multi-channel post-purchase engagement strategy that uses CRM insights, customer feedback, and personalized follow-ups to reduce dissatisfaction and increase repeat buying. (5 Marks)

Ans 3A.

Introduction

This online fashion retailer’s rising returns and negative reviews trace back to a specific pattern: influencer-driven promotions encourage impulsive purchases without the product knowledge or fit confidence a considered purchase would involve, and this gap surfaces as regret once the item arrives. The company already holds the relevant data, orders, complaints, social comments, and

 

 

Q3(B). Horizon Haven, a growing premium resort chain, has noticed that its booking volumes are rising, but repeat stays and referral rates remain inconsistent across locations. CRM reports reveal patterns in weekend family packages, seasonal booking behavior, and guest feedback, yet several high-value corporate clients still hesitate at the proposal stage for reasons the numbers do not fully explain. Senior sales managers argue that frontline teams should rely more on intuition during negotiations, while the analytics team insists on stricter data-led prioritization. The leadership team wants a practical system that helps sales staff make strategic, tactical, and operational decisions without weakening long-term client relationships. Design an integrated sales decision framework for Horizon Haven that combines customer-data analysis, managerial intuition, and continuous monitoring to improve conversion and retention. (5 Marks)

Ans 3B.

Introduction

Horizon Haven’s situation reflects a common tension in relationship-driven, high-value selling: CRM data explains broad patterns well, such as seasonal demand and family package preferences, but struggles to explain the subtle hesitation of individual corporate clients at the proposal stage, where relationship history matters more than aggregate trends. The resort chain