Easy2Siksha.com
GNDU Question Paper-2022
Bachelor of Business Administration
BBA 5
th
Semester
ADVERTISING & SALES MANAGEMENT
Time Allowed: Three Hours Max. Marks: 50
Note: Attempt Five questions in all, selecting at least One question from each section. The
Fifth question may be attempted from any section. All questions carry equal marks.
SECTION-A
1. What is DAGMAR? Explain how marketers might use DAGMAR in establishing
objectives.
2. (i) Discuss the functions and various types of advertising.
(ii) Explain the steps in preparing an advertising budget. Also, discuss the reasons
managers continue to set budgets using 'top-down' budgeting method.
SECTION-B
3. Media planning involves a trade-off between reach and frequency. Explain what this
means and give examples of when reach should be emphasized over frequency and vice-
versa.
4.(i) Explain the different elements of an ad copy.
(ii) Discuss the advantages of Television as an advertising medium citing examples from
packaged food products marketers.
Easy2Siksha.com
SECTION-C
5. 'A sales manager performs two sets of functions-Operation and Planning'. Discuss.
6. Selection systems for sales personnel range from simple one-step systems to complex
multi-step systems.' Elaborate.
SECTION-D
7. 'Building a Sales training program requires some major decisions'. Explain in detail.
8. Explain the various quantitative measures that are used for stimulating good
sales performance.
Easy2Siksha.com
GNDU Question Paper-2022
Bachelor of Business Administration
BBA 5
th
Semester
ADVERTISING & SALES MANAGEMENT
Time Allowed: Three Hours Max. Marks: 50
Note: Attempt Five questions in all, selecting at least One question from each section. The
Fifth question may be attempted from any section. All questions carry equal marks.
SECTION-A
1. What is DAGMAR? Explain how marketers might use DAGMAR in establishing
objectives.
Ans: The Day a Marketing Team Found Its Compass
It’s Monday morning. The marketing team of a mid-sized fashion brand is huddled around a
glossy table. Sales have been steady, but the CEO wants the brand to stand out in a crowded
market.
The team has plenty of enthusiasm — ideas for billboards, influencer tie-ups, social media
campaigns — but no clear way to measure whether those ideas will actually work.
Then, Meera, the marketing manager, clears her throat and says,
“We need to stop guessing. We need objectives that are clear, measurable, and trackable.
And I think DAGMAR is exactly what can guide us.”
The room goes quiet. Some lean forward curiously. Others scribble the word “DAGMAR” on
their notepads, wondering what on earth it means.
What is DAGMAR?
In simple, no-jargon words:
DAGMAR stands for Defining Advertising Goals for Measured Advertising Results.
Easy2Siksha.com
It’s a model introduced by Russell H. Colley in 1961 that gives marketers a structured way to
set clear advertising objectives and measure whether those objectives have been met.
At its core, DAGMAR says:
• “If you can’t measure it, you can’t know if it worked.”
It focuses on communication objectives — not just “increase sales,” but more specific goals
like improving awareness, shaping attitudes, or prompting a purchase decision.
The Big Idea Behind DAGMAR
Think of it as a roadmap for an advertising campaign.
Instead of saying “let’s run ads and hope people buy,” DAGMAR breaks the process into a
series of communication stages that a consumer passes through before making a purchase.
These stages form the Hierarchy of Effects:
1. Awareness – The consumer becomes aware of the brand.
2. Comprehension – They understand what the brand offers.
3. Conviction – They believe in the brand’s value and quality.
4. Action – They finally decide to buy.
Why This Model is Loved by Marketers
Without DAGMAR, advertising can feel like throwing darts in the dark — some may hit the
target, some may not. With DAGMAR, campaigns are built with clear objectives, and
progress is tracked at every stage, so marketers can see exactly where the audience is
moving — or where they’re getting stuck.
How Marketers Use DAGMAR to Set Objectives (Told Through Meera’s Campaign)
Let’s return to the boardroom. Meera decides to use DAGMAR to plan their upcoming
summer collection launch.
Step 1: Define the Target Audience
Instead of “everyone who wears clothes,” they narrow it down: Urban women aged 20–35,
fashion-conscious, mid-to-high income, active on Instagram and YouTube.
Why? Because objectives only make sense when they’re aimed at a specific group.
Step 2: Identify the Current Position of the Brand
Research shows that:
• 60% of their target audience has heard of the brand (awareness).
Easy2Siksha.com
• Only 30% know it offers sustainable, eco-friendly fabrics (comprehension).
• Just 15% believe it’s worth the premium price (conviction).
This is where they spot the gap — most people don’t understand their brand story.
Step 3: Set Specific Communication Objectives
Instead of a vague “get more sales,” Meera sets precise goals like:
• Increase brand awareness from 60% to 80% in the target audience within 3 months.
• Increase comprehension about their sustainable fabrics from 30% to 60%.
• Increase conviction (belief in value) from 15% to 40%.
• Stimulate purchase intent among at least 25% of the target audience.
These goals are SMART — Specific, Measurable, Achievable, Relevant, and Time-bound.
Step 4: Develop the Message and Creative Strategy
Knowing that comprehension is low, the campaign’s core message focuses on style +
sustainability. Ads highlight the story of how their fabrics are made, combined with
glamorous visuals of the summer collection.
Step 5: Choose the Right Media Channels
Since their audience is digital-savvy, the campaign focuses on:
• Instagram reels with influencers wearing the summer line.
• YouTube mini-documentaries showing the eco-friendly production process.
• Interactive polls and Q&A on social media to engage users.
Step 6: Measure Results Against Objectives
Three months later, surveys and digital analytics reveal:
• Awareness is up to 82%
• Comprehension about sustainability is at 62%
• Conviction rose to 38% (slightly under target but still a big jump)
• Purchase intent reached 27%
Even better, sales for the summer line increased by 22% compared to last year.
Why DAGMAR Works So Well
• Focus on the Right Goal – It’s not just about “selling more” but understanding the
steps before the sale.
• Easy to Track Progress – You can measure each communication stage separately.
Easy2Siksha.com
• Improves Accountability – Marketing teams can show concrete proof of results to
management.
• Helps Identify Weak Spots – If people know about your brand but aren’t convinced,
you know exactly where to focus.
Real-World Example Beyond Fashion
Think about a new electric car brand entering India.
• Awareness goal: “Reach 60% of urban professionals within 6 months.”
• Comprehension goal: “Ensure at least 50% know the car’s range and charging
speed.”
• Conviction goal: “Get 30% to believe it’s the best EV for city driving.”
• Action goal: “Generate 5,000 test-drive sign-ups in 3 months.”
Everything from billboard placement to influencer partnerships is designed to hit those
exact targets.
The Moral of Meera’s Story
In the end, the summer collection launch wasn’t just a hit because the clothes were
beautiful — it succeeded because the campaign had a clear compass. DAGMAR ensured
they didn’t just shout into the market, but communicated with purpose, measured progress,
and refined their approach at every stage.
Because in marketing — just like in life — knowing where you’re going and how you’ll
measure success is half the battle won.
2. (i) Discuss the functions and various types of advertising.
(ii) Explain the steps in preparing an advertising budget. Also, discuss the reasons
managers continue to set budgets using 'top-down' budgeting method.
Ans: The Story Begins: When the Client Walked In
The glass doors swing open and in walks Mr. Khanna, owner of a growing organic food
brand. His products taste great, his prices are fair — but sales have hit a plateau.
Around the big oval conference table, the agency team is buzzing. There’s Aarti, the
copywriter with a notepad full of catchy lines, Ravi, the media planner with spreadsheets,
and Nisha, the strategy lead who always insists on starting with a strong foundation.
Mr. Khanna smiles and says,
“I don’t just need ads. I need something that makes people notice us, remember us, and
trust us.”
Easy2Siksha.com
Nisha nods.
“Then let’s talk about what advertising really does, the different ways we can use it, and —
before we spend a rupee — how we’ll set the right budget.”
PART I – FUNCTIONS AND TYPES OF ADVERTISING
What is Advertising, Really?
In the simplest words: Advertising is a paid, non-personal form of communication from an
identified sponsor, designed to inform, persuade, and remind an audience about products,
services, or ideas.
But beyond this textbook definition, advertising is a conversation — sometimes loud and
colourful, sometimes subtle and emotional — between a brand and its audience.
Functions of Advertising — Told Like the Agency’s To-Do List
In that agency boardroom, Nisha breaks it down for Mr. Khanna like this:
Informative Function — "Make Them Aware"
Before people can buy, they need to know you exist.
• Introducing a new product to the market.
• Educating about features, benefits, and uses.
Example: A new organic snack brand explaining that it’s made from local, pesticide-free
ingredients.
Persuasive Function — "Make Them Care"
Once people know you exist, advertising persuades them to choose you over alternatives.
• Highlighting unique selling propositions (USPs).
• Playing to emotions, lifestyle aspirations, or status.
Example: An ad showing busy young professionals snacking guilt-free because the product is
both tasty and healthy.
Reminder Function — "Don’t Let Them Forget"
Even loyal customers can drift away. Reminder ads keep the brand fresh in their minds.
• Seasonal campaigns.
• “Stay top-of-mind” strategies.
Easy2Siksha.com
Example: Every summer, a cold drink brand launching a nostalgic jingle that makes you
crave it on hot days.
Reinforcement Function — "Make Them Feel They Chose Right"
After buying, ads reassure customers they made the right decision — building loyalty and
repeat purchases.
• Testimonials.
• Awards and certifications.
Example: “India’s No. 1 Dermatologist-Recommended Skincare Brand.”
Supporting Sales Function — "Boost the Push"
Advertising can create demand that complements the efforts of sales teams and
distributors.
• Announcing special offers.
• Drawing people into stores or e-commerce sites.
Image-Building Function — "Shape the Personality"
Some ads don’t even show the product — they shape how people feel about the brand.
• Corporate social responsibility campaigns.
• Sponsorships and cause-related marketing.
Example: A footwear company highlighting its work in recycling ocean plastics.
The Various Types of Advertising — Meet the “Cast”
Nisha smiles and says,
“Advertising wears many costumes depending on the job at hand. Let me introduce the
main ones.”
Product Advertising
• Promotes specific products or services.
• Can be informative, persuasive, or reminder oriented.
• Example: Launching a new mobile phone model.
Institutional (Corporate) Advertising
• Promotes the company’s image rather than a specific product.
• Focuses on values, culture, trust.
Easy2Siksha.com
• Example: Tata Group’s “Leadership with Trust” campaigns.
Comparative Advertising
• Directly or indirectly compares your product with competitors’.
• Can be risky but effective if done tastefully.
• Example: A toothpaste ad showing how it whitens teeth better than the leading
brand.
Advocacy Advertising
• Promotes an idea or cause instead of selling a product.
• Example: A dairy brand running a campaign to support local farmers.
Public Service Advertising
• Non-profit messages for public good.
• Often government or NGO sponsored.
• Example: Road safety campaigns, polio eradication messages.
Trade Advertising
• Directed at wholesalers, retailers, or industry partners — not end consumers.
• Example: A packaged food brand offering bulk discounts to grocery store owners.
Online/Digital Advertising
• Social media ads, search engine ads, influencer collaborations.
• Highly targeted and measurable.
Outdoor Advertising
• Billboards, transit ads, wall paintings.
• Great for visibility and brand recall.
In real life: Most big campaigns combine multiple types for maximum impact. For Mr.
Khanna’s organic brand, the agency suggests a blend:
• Digital ads (Instagram, YouTube) to engage the youth.
• In-store displays (trade advertising) to influence purchase at the point of sale.
• Content on sustainability (institutional advertising) to strengthen brand values.
Easy2Siksha.com
PART II – PREPARING AN ADVERTISING BUDGET
Why the Budget Matters
Back in the boardroom, Ravi pulls up a slide showing campaign costs: influencer fees, video
production, ad placements, social media boosts…
Mr. Khanna raises his eyebrows.
“This is adding up fast. How do we even decide what to spend?”
That’s where the budgeting process kicks in.
Steps in Preparing an Advertising Budget
Step 1: Understand Marketing Objectives
Budget follows purpose.
• Is the goal to launch a new product?
• Increase market share?
• Enter new regions?
Example: For Mr. Khanna, the goal is to increase brand awareness among urban millennials
by 25% in 6 months.
Step 2: Analyse the Market Situation
Look at:
• Market size and competition.
• Consumer behaviour.
• Past campaign results.
Step 3: Decide on the Advertising Approach
This includes choosing:
• Types of advertising (TV, digital, print).
• Intensity of campaign (nationwide blitz or city-specific).
Step 4: Estimate Costs for Each Activity
• Creative production (videos, designs).
• Media buying (TV slots, social media ads).
• Agency fees.
Easy2Siksha.com
Step 5: Align with Overall Marketing Budget
Advertising is just one part of the broader marketing mix — must fit within total resources.
Step 6: Set the Final Budget
After back-and-forth adjustments, management approves the final figure.
Step 7: Monitor and Control
Track spending and compare results against targets to refine future budgets.
Common Budgeting Methods
• Percentage of Sales Method – Spending based on a set % of current or projected
sales.
• Competitive Parity Method – Matching what competitors spend.
• Objective-and-Task Method – Setting budget based on what’s needed to achieve
specific objectives.
• Top-Down Method – Senior management sets a figure first, then allocates it.
• Bottom-Up Method – Departments propose their needs, then management reviews.
Why Managers Still Use ‘Top-Down’ Budgeting
Even though the objective-and-task method is considered more scientific, many managers
love top-down budgeting.
Here’s why:
Simplicity and Speed
• No lengthy research or number-crunching.
• Management decides quickly and moves on.
Better Control
• Senior leaders retain full control over spending.
• Ensures alignment with the company’s broader financial plans.
Predictability
• Easy to forecast and stick to year after year.
• Works well in stable markets where ad needs don’t change drastically.
Experience-Based Decision-Making
• Senior managers often have years of market experience.
Easy2Siksha.com
• They may rely on intuition and past results to set budgets.
Resource Constraints
• Smaller companies can’t always afford detailed research.
• Top-down fits limited time and staff capacity.
A Cautionary Note
While top-down is efficient, it risks underfunding important campaigns or overfunding
areas that don’t need it — because it’s not directly linked to the actual communication
objectives.
That’s why many companies mix methods:
• Start with a top-down figure for overall control.
• Use objective-and-task thinking to allocate that amount wisely.
SECTION-B
3. Media planning involves a trade-off between reach and frequency. Explain what this
means and give examples of when reach should be emphasized over frequency and vice-
versa.
Ans: The Concert That Taught a Lesson About Media Planning
The lights are dim, the crowd is buzzing. A famous singer is about to launch a brand-new
song. Her manager faces a critical choice:
• Should they perform the song in as many cities as possible, so lots of people hear it
once?
• Or should they stay in fewer cities but play it again and again for the same audience
so it really sticks?
In marketing terms, that’s exactly the dilemma media planners face: the trade-off between
reach and frequency.
First, the Basics — What Are Reach and Frequency?
Reach = The number of different people (or households) exposed to your advertisement at
least once over a given period. Think: “How wide is my net?”
Frequency = The average number of times each person is exposed to your advertisement in
that period. Think: “How many times does each fish swim into my net?”
Easy2Siksha.com
They are connected by a simple truth: for a given budget, increasing one often means
reducing the other. If you try to reach more people, you’ll often be able to show them your
ad fewer times — and vice-versa.
Why Is There a Trade-Off?
Because budgets aren’t unlimited. If you have ₹10 lakh for ads:
• Buying ad slots on more channels (to increase reach) means fewer slots on each
channel (lower frequency).
• Buying more slots on fewer channels (to increase frequency) means fewer people
overall will see the ad.
It’s like in our concert analogy: more cities = fewer shows per city; fewer cities = more shows
per city.
Why Do Reach and Frequency Matter?
Advertising isn’t just about showing up.
• If people don’t see your ad enough times, they may not remember it.
• If you keep showing it to the same small group, you might miss potential new
customers.
The trick is finding the sweet spot based on the campaign’s goal.
When to Focus on Reach (Wider Net)
Imagine you’re throwing a grand opening for your new ice-cream parlour and you want as
many people as possible to know about it — fast.
You’d focus on reach when:
Launching a New Product or Brand
• Goal: Create awareness quickly.
• Why: You need people to know you exist before they can buy. Example: A new
smartphone brand entering India might run ads on TV, YouTube, and billboards to
reach millions quickly, even if each person only sees the ad once or twice.
Time-Sensitive Offers
• Goal: Spread urgent news to a large audience.
• Why: The promotion ends soon, so repeated reminders aren’t as important as
making people aware. Example: A 3-day Diwali mega sale — the message just needs
to hit as many shoppers as possible before the sale ends.
Easy2Siksha.com
Low-Interest or Simple Products
• Goal: Basic awareness is enough.
• Why: Some products don’t require deep persuasion or repeated explanations.
Example: Promoting a new bottled water brand — once people know it’s available,
they’ll try it.
Expanding to New Markets
• Goal: Introduce yourself to a whole new audience.
• Why: Reach matters most when entering a city, state, or country for the first time.
In short: Choose reach when the main aim is awareness, speed, and coverage.
When to Focus on Frequency (Deeper Impact)
Now imagine you sell a financial planning service. The decision to buy isn’t instant — people
need repeated exposure to understand and trust you.
You’d focus on frequency when:
Complex or High-Involvement Products
• Goal: Educate, persuade, and build trust.
• Why: Buyers need more information and reassurance. Example: Promoting a new
electric car — potential customers might need to see detailed benefits several times
before deciding to visit a showroom.
Competitive Markets
• Goal: Stand out in the noise.
• Why: Many brands are advertising, so repetition helps you stay top-of-mind.
Example: A cola brand during the cricket season — ads must be seen repeatedly to
compete with rivals.
Behaviour Change Campaigns
• Goal: Change habits or attitudes.
• Why: One exposure won’t alter deeply ingrained behaviour. Example: Anti-smoking
campaigns often repeat the message multiple times to drive it home emotionally and
logically.
Seasonal or Event Marketing
• Goal: Keep the event in people’s minds.
• Why: Frequent reminders keep excitement building. Example: A movie release —
trailers, teasers, and interviews flood media in the weeks before launch.
Easy2Siksha.com
In short: Choose frequency when the main aim is persuasion, reinforcement, and
staying memorable.
The Balancing Act — Reach × Frequency = Gross Rating Points (GRPs)
In media planning, marketers often use GRPs to measure total advertising weight.
Formula:
GRPs = Reach (%) × Frequency
If you have 60% reach at a frequency of 3, that’s 180 GRPs.
You can get to the same GRPs in different ways:
• 90% reach × 2 frequency = 180 GRPs.
• 45% reach × 4 frequency = 180 GRPs.
But the audience experience — and impact — will feel very different.
Story Wrap-Up: Back to the Concert
The singer’s team decides:
• If the goal is to make the song famous nationwide quickly, they’ll do one concert in
each major city (high reach, low frequency).
• If the goal is to make one city absolutely obsessed with the song, they’ll do multiple
shows there (lower reach, high frequency).
Marketers make the same call with their ad budgets: decide where to show up and how
often — because you usually can’t maximise both.
Final Moral
Media planning is like tuning a guitar — you adjust reach and frequency until the campaign
“sounds right” for your objective.
• For spreading awareness fast → turn up the reach.
• For deep persuasion and memorability → turn up the frequency.
The magic happens when you find that perfect balance for your product, audience, and
message — because that’s when your ad doesn’t just appear… it sticks.
Easy2Siksha.com
4.(i) Explain the different elements of an ad copy.
(ii) Discuss the advantages of Television as an advertising medium citing examples from
packaged food products marketers.
Ans: PART I – Elements of an Ad Copy (Told Through the “Tasty Tales” Project)
The agency is working on a new campaign for Tasty Tales — a fictional packaged food brand
that makes ready-to-eat Indian curries. The client’s dream? To make their packets fly off
supermarket shelves and become a household name.
At the center of the brainstorming table is the ad copy — the soul of any advertisement.
What is an ad copy? It’s not just “text” or “words.” It’s the entire message of an ad —
crafted to catch attention, stir emotion, and motivate action. Every billboard you see, every
magazine ad you flip past, every voiceover in a TV commercial… it all starts with the ad copy.
1. Headline – The First Hook
The headline is like a handshake at a party — it must be firm, confident, and instantly
engaging. In our Tasty Tales ad, the headline might be:
“Dinner in 5 Minutes. Flavour That Lasts Forever.”
It’s short, emotional, and hints at the benefit — speed + taste. Why it matters: If the
headline doesn’t grab attention, the rest of the ad will likely go unnoticed.
2. Sub-headline – The Gentle Pull-in
The sub-headline supports the headline with a bit more detail. Example for Tasty Tales:
• “Authentic Indian curries, cooked with love and packed fresh for your table.”
• It keeps the promise clear while adding warmth.
3. Illustrations or Visuals – The Silent Salespeople
Humans process visuals faster than words. For Tasty Tales, think: a steaming bowl of butter
chicken with naan, the rich orange curry glistening under soft light. Function: Visuals attract
attention, demonstrate the product, and set the mood before a single word is read.
4. Body Copy – The Main Story
This is where you sell. It should highlight:
• Features: Ingredients, preparation process.
• Benefits: Time-saving, health-conscious, tasty.
Easy2Siksha.com
• Unique Selling Proposition (USP): Why Tasty Tales is different from other ready-to-
eat brands.
Example:
“At Tasty Tales, we simmer our curries slowly, just like grandma did, using farm-fresh
vegetables and hand-ground spices. No preservatives. No shortcuts. Just genuine flavour
that takes you home — wherever you are.”
5. Tagline/Slogan – The Memory Hook
Short, catchy, and repeatable — the line that sticks in the audience’s mind. For Tasty Tales:
“Taste the Story in Every Bite.”
Why it matters: Over time, a tagline becomes synonymous with the brand.
6. Call to Action (CTA) – The Nudge
An ad without a CTA is like a road without a signpost. Example CTAs:
• “Order Now on BigBasket.”
• “Find Us in Your Nearest Supermarket.”
It tells the audience what to do next.
7. Brand Name and Logo – The Signature
Always visible, always clear. In Tasty Tales, the logo (with a warm, homely font) appears
prominently in the corner, ensuring brand recall.
8. Product Details and Legal Copy – The Fine Print
Especially important in FMCG ads — things like net weight, price, expiry date, or
certifications (FSSAI, organic labels).
9. Layout and Design – The Glue That Holds It All
Where each element sits affects how people read and feel the ad. Eye movement studies
show we often look at visuals first, then headlines, then body copy.
Moral of Part I: An ad copy is a well-orchestrated performance. Every element —
headline, visuals, body copy, CTA — plays its role in guiding the customer’s mind from
interest to action.
PART II – Television as an Advertising Medium (And Why Packaged Food Brands Love
It)
Easy2Siksha.com
As the Tasty Tales team discusses where to launch their campaign, the media planner (Ravi)
leans in:
“If we want emotion, scale, and impact, there’s no better stage than TV.”
Why Television Still Rules (Even in a Digital Age)
Massive Reach Across Demographics
TV can reach millions in a single evening — from metro cities to rural towns. For packaged
food brands: This is gold. Tasty Tales could air a 30-second spot during a popular cooking
show and instantly reach homemakers, working professionals, and students.
Visual + Audio Impact
Food is sensory. You can see the curry bubble, hear the sizzle, almost smell the spices. TV
lets brands create mouth-watering visuals paired with evocative music and sizzling sound
effects — something static media can’t match.
Example: A Maggi ad showing steam rising from a bowl while a mother’s voice says, “Bas 2
minute!”
Storytelling Power
TV ads can be mini-movies. They build emotional connections. For instance, a packaged
soup brand might tell the story of a daughter cooking for her father after a long day, using
the product to recreate a favourite childhood meal.
Builds Trust and Brand Credibility
Appearing on TV signals that the brand is established and trustworthy — a major factor for
food products, where safety and quality are paramount.
Regional Targeting
With different language channels, you can tailor your message. Tasty Tales could run Hindi
ads on national networks and Tamil versions in the South, adjusting flavours featured to
match regional tastes.
Perfect for Demonstration
Some products sell best when you show how easy they are to use. Example: Knorr Soup ads
often demonstrate the “just add water, stir, serve” process in 15 seconds — convincing busy
viewers.
Event-Based Impact
Easy2Siksha.com
TV shines during high-viewership events like IPL, Bigg Boss finales, or festive specials. A
packaged snack brand could debut a new flavour during an IPL match, when families are
gathered — and hungry.
Longer Shelf Life Through Recall
Because of TV’s combination of sight, sound, and repetition, people tend to remember TV
ads longer. The jingle, the visuals, the tagline — they stick. Think about how “Kya aapke
toothpaste mein namak hai?” from Colgate stayed in minds for years.
Advantages of Television for Packaged Food Marketers
Here’s a quick side-by-side showing how TV uniquely helps food brands:
Advantage
Why It’s Powerful for
Food Ads
Example
High Reach
Introduces brand to
wide audience
“Aashirvaad Atta” during primetime
serials
Sensory Appeal
Shows texture, colour,
cooking
Close-up of Amul butter melting on
paratha
Emotional
Storytelling
Links product to family
moments
Britannia cake ads with children
Demonstration
Capability
Shows ease of
preparation
Knorr “add, stir, serve” ads
Regional Language
Options
Appeals to local tastes
Horlicks Tamil ads featuring South
Indian breakfast scenes
Association with
Events
Connects brand with fun
moments
Lays chips ads during IPL
Why Packaged Food Brands Keep Coming Back to TV
1. Impulse Creation – Seeing delicious food triggers cravings immediately, leading to
unplanned purchases.
2. Ritual Connection – TV ad slots during mealtimes subconsciously associate the brand
with eating habits.
3. Multi-Audience Hit – Households watch TV together, influencing both decision-
makers (parents) and consumers (kids).
Tying It Back to “Tasty Tales”
The agency decides:
• Run emotional, family-oriented TV spots during prime cooking shows and evening
soaps.
• Show the ease of use — a steaming curry ready in minutes.
• Use multiple language versions to connect regionally.
• Pair TV with supermarket displays for immediate purchase opportunity.
Easy2Siksha.com
Final Moral:
• Part I: A great ad copy is the DNA of a campaign — each element fine-tuned to
attract, inform, persuade, and drive action.
• Part II: Television remains a powerhouse medium for packaged food brands,
blending reach, sensory appeal, and storytelling to not just sell food, but to make it
part of people’s lives.
SECTION-C
5. 'A sales manager performs two sets of functions-Operation and Planning'. Discuss.
Ans: The Journey of Mr. Arvind — Sales Manager on the Go
It’s early morning, and Mr. Arvind, the sales manager for a fast-growing consumer goods
company, is travelling from Delhi to Jaipur for a regional meeting. On his small foldable table
is a cup of chai, a neatly packed file, and his ever-buzzing smartphone.
Between phone calls to his sales reps, he’s also making notes for next quarter’s targets. In
the space of just a few minutes, he switches roles — from solving urgent operational issues
to strategising the future.
And right there, in that railway carriage, you can see the truth of the statement:
“A sales manager performs two sets of functions — Operation and Planning.”
Let’s walk through what these mean, how they differ, and why both are critical for success.
I. OPERATIONAL FUNCTIONS — Running the Engine Daily
Operational functions are the day-to-day activities that keep the sales department moving.
Think of them as the “here and now” tasks — immediate, practical, and action-oriented. If
the sales team is a train, these are the rails, wheels, and fuel.
1. Directing the Sales Team
Arvind spends much of his day guiding his team — assigning territories, ensuring targets are
understood, and clarifying product details. He acts like a coach during a live match — quick
decisions, real-time instructions.
Easy2Siksha.com
2. Supervising and Monitoring
He regularly checks in with each salesperson — are they following up on leads? Are orders
being processed smoothly? Example: If a rep in Jaipur is struggling to close deals, Arvind
steps in with tips, sometimes even accompanying them on client visits.
3. Coordinating with Other Departments
Sales doesn’t work in isolation — there’s constant coordination with:
• Marketing (for campaigns and leads)
• Production (to ensure supply matches demand)
• Logistics (for timely deliveries)
4. Handling Customer Relationships
Operational work also means being the face of the company when customers have major
concerns. If a large retail chain complains about late deliveries, Arvind ensures the issue is
resolved quickly — protecting trust and future business.
5. Managing Sales Records
Order forms, invoices, performance reports — these are essential for smooth running. They
also provide data to spot trends or problems early.
Summary: Operational functions are about execution — ensuring today’s targets are
met, clients are happy, and the team is running efficiently.
II. PLANNING FUNCTIONS — Building Tomorrow’s Map
Planning functions are the forward-looking responsibilities of a sales manager. This is
where Arvind swaps his “firefighter” hat for his “architect” one — designing the future.
1. Setting Sales Objectives
He decides not just “how much” to sell, but also “where” and “to whom.” Example: Aiming
to increase sales by 15% in tier-2 cities over the next 6 months, while maintaining market
share in metros.
2. Forecasting Sales
Using past sales data, seasonal trends, and market research, Arvind predicts demand. For a
beverage company, this might mean planning for higher demand in summer and ensuring
supply matches.
Easy2Siksha.com
3. Designing Sales Strategies
Strategies might include:
• Introducing combo offers to increase order size.
• Targeting corporate clients for bulk orders.
• Using digital tools to track leads and conversion rates.
4. Budgeting for Sales Activities
Planning means allocating resources — money for promotions, travel expenses for reps,
costs of trade shows, etc.
5. Training and Development Planning
Arvind identifies skill gaps in his team and plans training programmes — product knowledge,
negotiation skills, or CRM software training.
6. Territory and Quota Planning
He redraws sales territories to improve coverage and sets realistic but challenging quotas
for each salesperson.
7. Integrating with Long-Term Company Goals
If the company aims to expand exports in 2 years, Arvind begins nurturing overseas leads or
exploring partnerships well in advance.
Summary: Planning functions are about vision and preparation — ensuring that the
team not only survives today but thrives tomorrow.
III. THE BALANCING ACT — Why Both Functions Matter
The magic of a good sales manager is in knowing when to switch gears. If Arvind only
focused on operational work, he’d keep the train moving — but without a map, it could run
in circles. If he only planned, the grand strategies might never translate into real sales.
A successful sales manager:
• Executes the present (operational)
• Designs the future (planning)
• Aligns both with company goals
IV. Story Wrap-Up — Back on the Train
Easy2Siksha.com
As the Jaipur train nears its destination, Arvind closes his laptop. Today’s operational tasks?
Done — urgent client issues handled, daily targets reviewed. Tomorrow’s plans? Drafted —
new promotional strategy for Diwali, sales forecasts updated.
He smiles because he knows — in sales management, winning today and preparing for
tomorrow aren’t separate jobs… they’re two halves of the same role.
Quick Table: Operational vs Planning Functions
Operational Functions
Planning Functions
Directing daily sales activities
Setting sales objectives
Supervising and monitoring sales team
Forecasting demand
Coordinating with other departments
Designing sales strategies
Handling customer complaints
Preparing sales budgets
Managing sales records and reports
Planning training and skill development
Ensuring timely deliveries
Allocating territories and quotas
Final Moral: A sales manager is both a captain steering the ship through today’s waves
and a navigator charting tomorrow’s course. Without one, the other can’t succeed — and
the most successful managers master both with equal skill.
6. Selection systems for sales personnel range from simple one-step systems to complex
multi-step systems.' Elaborate.
Ans: The Tale of Two Hires: Simple vs. Complex
One afternoon, the store manager, Mr. Verma, spots a confident young man, Raghav,
helping a customer choose a refrigerator. The way Raghav explains features and reads the
customer’s mood is impressive. But here’s the twist — Raghav was hired just last week
through a quick one-step process.
In contrast, Shalini, who joined the month before, went through a multi-step selection
system — multiple interviews, roleplays, and even a psychometric test.
Both are sales personnel, but their recruitment stories reveal something important:
Selection systems for salespeople can range from very simple to highly complex,
depending on the company’s needs, product type, and risk involved.
I. Understanding Selection Systems in Sales
Easy2Siksha.com
Selecting the right salespeople is like casting actors for a play — you need the right mix of
personality, skill, and adaptability for the role. A selection system is simply the method a
company uses to screen and choose its sales staff.
The difference lies in how many steps are taken before a hiring decision is made:
• Simple, one-step system: Quick, minimal screening, often just one interview.
• Complex, multi-step system: Several stages of testing, evaluation, and interviews
before the job offer.
II. The Simple One-Step System
What It Looks Like
In this system, the process might be:
1. Review the applicant’s CV or job application.
2. Conduct a single interview (could be with HR or sales manager).
3. Immediate selection decision.
Advantages
• Speed: Ideal when staff are needed urgently (like seasonal sales).
• Cost-effective: Saves time and money.
• Low complexity: Easy to manage, especially for small businesses.
Limitations
• Higher risk of a wrong hire due to limited screening.
• Doesn’t deeply assess skills like negotiation, resilience, or product knowledge.
Example:
A local clothing store hiring additional staff for a 2-week festive sale might simply conduct a
10-minute interview to check communication skills and availability — then make the offer
on the spot.
III. The Complex Multi-Step System
What It Looks Like
This is a detailed, layered process — often for positions involving high-value products, long
sales cycles, or senior roles.
Possible steps include:
Easy2Siksha.com
1. Application Screening: Filtering out candidates who don’t meet the basic criteria
(education, experience).
2. Aptitude Tests: Measuring communication, numerical skills, and sales aptitude.
3. Psychometric Assessments: Understanding personality traits like empathy,
persistence, and teamwork.
4. First Interview (HR): Checking cultural fit, salary expectations, and background.
5. Second Interview (Sales Manager): Focusing on technical/product knowledge and
sales approach.
6. Role-Play or Simulation: Candidate sells a mock product to the interviewer.
7. Reference Checks: Speaking to former employers.
8. Final Decision & Offer: Only after evaluating all previous steps.
Advantages
• Thorough screening: Reduces the risk of wrong hires.
• Better fit: Matches candidates to the company’s selling style and customer profile.
• Predictive: Higher chance the person will succeed and stay longer.
Limitations
• Time-consuming and more expensive.
• Could discourage candidates unwilling to go through many rounds.
Example:
A company selling luxury real estate won’t risk hiring someone without multiple levels of
testing — because each sale involves high stakes, long-term relationships, and millions in
value.
IV. Why the Range Exists — Factors That Influence the System
1. Nature of the Product
• Low-cost, fast-moving goods: Quick hiring (one-step) is common.
• High-value, complex goods: Multi-step systems are preferred.
2. Market Conditions
• During high demand seasons (festivals, events), companies prioritise speed.
• In steady or competitive markets, companies can afford to be selective.
3. Company Size and Resources
• Startups and small businesses may not have the budget or HR capacity for a multi-
step process.
• Large corporations often have standardised, structured selection systems.
Easy2Siksha.com
4. Role Level
• Entry-level, temporary, or seasonal roles → simpler systems.
• Senior sales manager or strategic account manager roles → complex systems.
V. Blended Approaches — The Middle Path
Some companies combine both approaches depending on urgency and role importance. For
example:
• First layer: Quick screening and basic interview (simple).
• Second layer: For shortlisted candidates, a mini role-play or aptitude test (extra
step).
This saves time while still improving quality of hire.
VI. Back to Raghav and Shalini — The Aftermath
• Raghav was hired instantly because the store needed extra staff during a holiday
rush. His charm and natural communication skills made him a quick pick.
• Shalini, on the other hand, was hired for the corporate sales division. The company
knew her role involved months of relationship-building with clients, so they took
their time to ensure the right choice.
A year later, Raghav moves on after the seasonal contract ends, while Shalini is on track for
a promotion — both outcomes matching the hiring systems they came through.
Quick Comparison Table
Aspect
Simple One-Step
Complex Multi-Step
Speed
Very fast
Slower
Cost
Low
Higher
Risk of Wrong
Hire
Higher
Lower
Best For
Urgent, short-term, low-skill
roles
Long-term, strategic, high-skill
roles
Example
Retail festival sales assistant
Luxury real estate sales executive
Final Moral
Selecting salespeople is a bit like choosing teammates for a sports match:
• If it’s a friendly weekend game, you might just pick whoever’s available (simple
system).
• But if it’s the national championship, you’ll hold trials, fitness tests, and strategy
sessions (complex system).
Easy2Siksha.com
The best companies match the depth of their selection process to the importance, risk, and
demands of the sales role — ensuring that whether it’s a quick sprint or a marathon, they
have the right people for the race.
SECTION-D
7. 'Building a Sales training program requires some major decisions'. Explain in detail.
Ans: The Coach Who Built a Winning Team
The state cricket team had a problem. Their players were talented, but matches kept
slipping away in the final overs. The coach realised it wasn’t just about talent — it was about
training with a purpose.
Random practice was no longer enough. They needed a structured, goal-driven program —
deciding what skills to teach, how to teach them, and how to measure success.
That’s exactly what happens when a company builds a sales training program: it’s not just
about sending sales reps to a seminar. It’s about making deliberate decisions that shape raw
potential into consistent performance.
What is a Sales Training Program?
In simple words: A sales training program is a structured plan to equip sales personnel
with the knowledge, skills, and attitudes they need to perform effectively in their roles.
It ensures that every salesperson — whether brand new or experienced — knows the
product, understands the market, can handle objections, and closes deals in line with
company strategy.
But here’s the thing — building such a program isn’t a one-size-fits-all task. Like our cricket
coach, a sales manager has to make major decisions before the first session even begins.
Major Decisions in Building a Sales Training Program
Let’s walk through these decisions, using the story of Anita, Sales Director of “FreshSip” — a
company launching a new range of organic juices.
Deciding the Training Objectives — The “Why”
Before you can train, you must know exactly what you want to achieve. Anita doesn’t just
say, “I want better sales.” She breaks it down:
• Increase product knowledge of the new juice line.
Easy2Siksha.com
• Improve closing techniques for premium customers.
• Train reps to upsell related products (like organic snacks).
Clear objectives shape the entire training structure. Tip: Objectives should be SMART —
Specific, Measurable, Achievable, Relevant, Time-bound.
Identifying the Trainees — The “Who”
Not everyone in the salesforce needs the same training. Anita looks at:
• New recruits — need basic selling skills and company culture orientation.
• Experienced reps — need advanced negotiation and strategic account management
skills.
• Regional teams — may require local market insights and language adaptation.
By segmenting trainees, she can tailor the program for maximum relevance.
Deciding the Content — The “What”
This is about what topics to cover. Content can include:
• Product knowledge — features, benefits, unique selling points.
• Market knowledge — competitors, trends, pricing strategies.
• Sales process skills — prospecting, presentation, closing.
• Soft skills — communication, empathy, time management.
• Technology — using CRM tools, online demos, virtual selling.
For “FreshSip,” Anita includes storytelling techniques to make the product’s organic farming
story come alive for customers.
Choosing the Training Methods — The “How”
This decision is about how the content will be delivered. Methods include:
• Classroom training — for theoretical knowledge and group interaction.
• Role plays — practising real-life selling situations.
• On-the-job coaching — learning while working with senior reps.
• E-learning modules — for remote or flexible access.
• Workshops — focused skill-building sessions.
Anita decides on a blended approach:
• Kick-off workshop for energy and motivation.
• Role-plays to practice handling objections.
• Ongoing video-based e-learning for product updates.
Selecting the Trainers — The “Who Teaches”
Easy2Siksha.com
A training program is only as good as its trainers. Options include:
• Internal experts (sales managers, product specialists).
• External consultants with specialised expertise.
For product knowledge, Anita uses in-house R&D staff; for advanced sales psychology, she
hires a motivational sales coach.
Scheduling and Duration — The “When” and “For How Long”
Timing is crucial:
• Too short → content gets rushed.
• Too long → trainees lose interest or valuable selling time.
Anita runs a 3-day intensive workshop before launch, followed by shorter monthly
refreshers. She schedules them in the first week of the month, when sales visits are fewer.
Preparing the Training Budget — The “How Much”
Budget considerations include:
• Trainer fees.
• Venue and materials.
• Travel and accommodation for trainees.
• Technology costs (for online platforms).
Anita balances costs by doing initial sessions in-house and using digital platforms for
ongoing training.
Measuring Effectiveness — The “Did It Work?”
A great program must show results. Methods include:
• Pre- and post-training tests for knowledge gain.
• Observation during fieldwork.
• Sales performance metrics before and after training.
• Feedback surveys from participants.
Anita tracks sales growth of the new juice line and sees a 20% jump in the first quarter post-
training — a clear ROI indicator.
Quick Table: Decisions in Building a Sales Training Program
Decision Area
Key Question
Example from FreshSip
Objectives
Why are we training?
Boost product knowledge & upselling
Trainees
Who needs training?
New recruits & senior reps
Easy2Siksha.com
Content
What will we teach?
Product features, storytelling
Methods
How will we teach?
Workshop + role-play + e-learning
Trainers
Who will teach?
In-house R&D + external coach
Schedule & Duration
When & for how long?
3-day workshop + refreshers
Budget
How much will it cost?
Mix of in-house & online
Evaluation
Did it work?
Sales metrics & feedback
Why These Decisions Are Critical
Without making these decisions:
• Training may be irrelevant (wrong content for the wrong audience).
• Resources could be wasted (expensive training with no ROI).
• Salespeople might feel demotivated if the program doesn’t address real challenges.
When done right, training is not an expense — it’s an investment that multiplies sales,
builds morale, and strengthens the brand.
Wrapping It Up Like a Moral
Back in our cricket analogy — the coach who plans training without deciding the goals,
players, drills, tools, and schedule will never build a championship team.
Similarly, a company that dives into sales training without making these major decisions will
spend money but may never see results.
A well-designed sales training program is like a winning game plan — it turns individual
talent into coordinated, goal-crushing performance.
8. Explain the various quantitative measures that are used for stimulating good
sales performance.
Ans: The Game Where Numbers Told the Story
It’s the final over. The crowd is roaring. On the giant screen, statistics flash — runs needed,
balls left, strike rate, boundaries hit, bowling speed. The players are skilled, but in this
moment, numbers guide strategy.
In much the same way, a sales team’s performance isn’t judged only by enthusiasm or
charisma — it’s measured, tracked, and improved through quantitative measures.
These numbers are like a sales scoreboard — giving managers a clear picture of who’s
delivering, who needs help, and how to push the whole team forward.
Easy2Siksha.com
What Are Quantitative Measures in Sales Performance?
In simple terms: Quantitative measures are numerical indicators that help evaluate and
stimulate sales performance.
They answer questions like:
• How much is being sold?
• How fast are deals closing?
• Are salespeople meeting their targets?
And here’s the key: these measures don’t just track performance — they motivate and
shape behaviour when used smartly, just like a cricket captain uses stats to boost player
performance in the middle of a game.
Major Quantitative Measures to Stimulate Good Sales Performance
Let’s imagine we are managing a sales team for “FreshFizz”, a company selling bottled fruit
juices across India. Here’s how we’d use these measures in real life.
Sales Volume Achieved — The Runs on the Board
Meaning: The total quantity of products sold in a given time period (units, cases, litres).
Why It Works: Salespeople are naturally motivated to “score” more — linking incentives to
sales volume pushes them to sell higher quantities.
Example: If Ramesh sells 1,500 bottles in March against a target of 1,200, he’s 25% above
target — a number worth celebrating.
Tip for Stimulation: Offer tiered bonuses — for example:
• 100% target = regular bonus
• 110% target = 1.5x bonus
• 120% target = 2x bonus
Sales Revenue Generated — The Match-Winning Total
Meaning: The total value (in ₹) of goods sold — takes into account product pricing.
Why It Works: Encourages salespeople to focus on higher-value sales, not just quantity.
Example: Anita might sell fewer bottles but targets premium products — earning ₹2,00,000
in revenue versus ₹1,50,000 by a colleague selling cheaper lines.
Tip for Stimulation: Run contests for “Highest Revenue in a Quarter” to encourage
upselling.
Easy2Siksha.com
Sales Growth Rate — Improvement Over Innings
• Meaning: The percentage increase or decrease in sales over a set period.
• Why It Works: Motivates constant improvement rather than just hitting a flat target.
• Example: Last month, Priya sold ₹1,00,000 worth of juices. This month she sold
₹1,25,000 — a growth of 25%.
Tip for Stimulation: Recognise “Most Improved Salesperson” to encourage consistent
upward trends.
Average Order Size — The Quality of Each Shot
• Meaning: Total sales revenue ÷ number of orders.
• Why It Works: Encourages reps to increase value per sale — through upselling and
cross-selling.
• Example: Two salespeople each close 10 orders. One averages ₹1,000 per order, the
other ₹1,500 — the latter is adding more value to each deal.
Tip for Stimulation: Train staff in suggestive selling (“Would you like to add a snack combo
to your juice?”).
Conversion Ratio (Hit Rate) — Balls Faced vs. Runs Scored
• Meaning: Number of successful sales ÷ number of prospects contacted.
• Why It Works: Encourages smart targeting and effective pitching, not just chasing
every lead.
• Example: Rohit calls 50 prospects, closes 20 — conversion ratio = 40%.
Tip for Stimulation: Reward high converters with recognition — “The Sharp Shooter
Award”.
Sales Per Salesperson — Player’s Contribution to the Team Score
• Meaning: Average sales generated per salesperson over a time period.
• Why It Works: Allows fair comparisons and sparks friendly competition.
• Example: North region sales = ₹10 lakh / 5 reps = ₹2 lakh per salesperson average.
Customer Acquisition Rate — New Fans in the Stadium
• Meaning: Number of new customers gained in a period.
• Why It Works: Rewards expansion of customer base, ensuring long-term growth.
• Example: Neha onboarded 15 new retail stores this month — future repeat business
is likely.
Tip for Stimulation: Offer special bonuses for adding high-potential accounts.
Easy2Siksha.com
Sales Expense Ratio — Runs Scored per Ball Bowled
• Meaning: Selling expenses ÷ sales revenue — shows how cost-effective the sales
process is.
• Why It Works: Motivates efficiency — discourages overspending on travel or
promotions without returns.
• Example: If a salesperson spends ₹20,000 to generate ₹1,00,000 in revenue, ratio =
20%. Lower ratios mean better efficiency.
Number of Calls/Visits Made — Balls Faced in an Over
• Meaning: Tracks activity levels — calls, emails, store visits.
• Why It Works: Maintains effort and discipline, especially in slow markets.
• Example: Rahul makes 100 visits in a month — even if not all convert, the activity
builds pipeline.
Tip for Stimulation: Run short “activity challenges” to keep energy high.
Market Share Percentage — Position on the League Table
• Meaning: Company’s sales ÷ total industry sales × 100.
• Why It Works: Inspires pride in outperforming competitors — a rallying cry for the
team.
Example: FreshFizz moves from 8% to 10% market share in 6 months — a clear win over
rivals.
Quick Summary Table
Measure
Purpose
Example in FreshFizz
Sales Volume
Track units sold
1,500 bottles in March
Sales Revenue
Track ₹ value
₹2,00,000 from premium sales
Sales Growth Rate
Track improvement
+25% month-on-month
Average Order Size
Increase order value
₹1,500 vs. ₹1,000
Conversion Ratio
Improve efficiency
40% close rate
Sales Per Salesperson
Compare individual contribution
₹2 lakh avg per rep
Customer Acquisition
Grow customer base
15 new retail stores
Sales Expense Ratio
Improve cost efficiency
20% selling cost ratio
Calls/Visits Made
Maintain activity levels
100 visits in a month
Market Share
Beat competition
8% → 10% growth
Wrapping It Up Like a Moral
Easy2Siksha.com
Just as a cricket team wins by tracking both runs scored and balls faced, a sales team thrives
when performance is measured from multiple angles — not just total sales.
Quantitative measures don’t just tell you where you stand; when tied to incentives,
recognition, and coaching, they also push people to reach higher.
For a sales manager, these numbers aren’t just statistics — they’re the scoreboard that fuels
motivation, celebrates wins, and turns effort into strategy.
“This paper has been carefully prepared for educational purposes. If you notice any mistakes or
have suggestions, feel free to share your feedback.”
