Probably for as long as there have been sales forces, managers have sought ways to determine whether they are effective or not. In the past, salespeople were estimated on the【M1】______ basis of their sales—that is, did they reach their sales quotas? With【M2】______ the role of the sales force changed from being purely concerned with selling to becoming more involved in marketing and took【M3】______ more responsible for maintaining customer relationships, managers recognized the need for expanding evaluative criteria beyond just the achievement of sales goals. The evaluation criteria of today are vast different from those in the past. Sure, sales are still important,【M4】______ but now other measures are gaining in importance as well. One of the more often discussed measures is ROI(return on investment). More and more top executives are asking their sales managers for accountant—as in 'Are we getting the returns we【M5】______ seek from the sales force?' The idea is that by measuring the impact of programs designing to aid the selling process as well as【M6】______ measuring sales closures, the marketing team can be more effective and efficient. Fortunately, it isnt always that easy. In a【M7】______ survey conducted in 2002 of companies with a marketing budget of $1 million or more, 56 percent indicated they had no system for measuring the ROI on their marketing investments. As noted by David Reibstein of the University of Pennsylvania s Wharton School of Business, 'In marketing, benefits as advertising impact【M8】______ arent easily put into dollar returns. It takes a leap faith to come【M9】______ with a number.' Marketers know that it is often difficult to separate advertising, promotions, and other communications efforts in【M10】______ the selling effort. 【M1】