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Sales Management: Shaping Future Sales Leaders (Tanner/Honeycutt/Erffmeyer)
Chapter 7 Designing and Organizing the Sales Force
1) What is the guiding idea behind the way companies structure their sales forces?
A) The sales force should support the marketing department and its goals.
B) Buyers will be more satisfied if they can purchase what, when, and the way they want to.
C) A happy salesperson will sell more for the company, so maximizing sales staff satisfaction is
key.
D) Fewer channels cause fewer complications, so choosing the simplest organizational structure
is best.
E) Unless you guide them through the sales process, buyers will not buy, so direct contact with
salespeople should be prioritized over other channels.
Answer: B
Diff: 2 Page Ref: 134
Objective: LO2
2) All of the following are factors that can affect the way a company structures its sales force
EXCEPT:
A) the recommendations of companies in other industries
B) the structure of the competition
C) the cost of each method of selling
D) the sales history of different channels in the company
E) the habits of its customers
Answer: A
Diff: 1 Page Ref: 135
Objective: LO2
1
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
4) The organization of the sales force should work toward which of the following two goals?
A) the sales force carries out the goals set by the marketing department and the salespeople
increase sales each month
B) the salespeople maximize their commissions and the sales department is as small as possible
C) the salespeople increase their sales each month and the customers award the company a sole
supplier contract
D) the sales quotas of the department are met and the customers pay the highest prices the
market will bear
E) the sales quotas of the department are met and the department runs as efficiently as possible
Answer: E
Diff: 3 Page Ref: 136
Objective: LO1
5) All of the following are roles of a sales manager that are affected by the structure of the sales
force EXCEPT:
A) recruitment and selection of salespeople
B) training salespeople
C) compensating salespeople
D) carrying out marketing goals
E) evaluating performance of salespeople
Answer: D
Diff: 2 Page Ref: 137
Objective: LO1
6) Which of the following is a mistake companies often make when choosing a structure for their
sales force?
A) They design the structure of the sales force according to the salespeople they currently
employ.
B) They determine how many sales are necessary to achieve the company's goals.
C) They choose a structure that includes different methods to appeal to different types of buyers.
D) They factor in CLV of different segments of their customers when choosing a sales structure.
E) They put more weight on customer satisfaction than on margins.
Answer: A
Diff: 3 Page Ref: 137
Objective: LO1
7) According to economic theory, sales managers should hire as many salespeople as possible:
A) until the market is saturated
B) until the salespeople feel too much competition in the workplace and become dissatisfied
C) as long as there are no compelling reasons to stop hiring
D) as long as the salespeople are willing to work for the wages offered
E) as long as each salesperson sells more than he or she costs the company
Answer: E
Diff: 3 Page Ref: 137
Objective: LO3
2
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
8) The breakdown method and workload method are:
A) used to manufacture products in Sigma 6 compliant production plants
B) used to calculate how many salespeople a company should hire
C) used to compute sales commissions
D) used to balance the different types of salespeople employed by a company
E) used to deliver product to customers in various locations
Answer: B
Diff: 1 Page Ref: 138
Objective: LO3
9) The benefit of using the breakdown method to calculate how big the salesforce should be is
that it is a simple calculation. The limitation of the method is that:
A) the manager might not know the yearly sales goal for the department
B) sales forecasts can vary widely from quarter to quarter
C) it does not account for the fact that some salespeople will sell more than others will
D) not everyone in the sales department knows what the yearly goals are
E) it is difficult to know the true costs of hiring a salesperson
Answer: C
Diff: 2 Page Ref: 138
Objective: LO3
10) The workload method of calculating the number of salespeople a company needs to hire:
A) asks salespeople to perform duties traditionally performed by other job functions
B) is logical in theory, but is impractical to calculate and implement
C) uses computations that are too difficult to be practical
D) takes into account the various duties of salespeople as well as the company's goals
E) is elegant, but overestimates the number of salespeople needed
Answer: D
Diff: 1 Page Ref: 138
Objective: LO3
11) To calculate the number of sales calls salespeople will need to make over the course of a
year, the workload method starts by:
A) dividing current buyers into categories depending on how much contact they will need
B) determining the optimal number of visits to make to a customer
C) determining what the budget is for hiring salespeople
D) calculating the maximum number of sales calls one salesperson can make each day
E) asking current buyers whether they would prefer to be visited more often by salespeople
Answer: A
Diff: 2 Page Ref: 139
Objective: LO3
3
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
12) Once a company knows how many visits the sale force will need to make over the course of
a year, what other things does it need to calculate?
A) the number of customers, then divide the number of calls by the customers to get the average
per customer
B) the number of sales calls a salesperson can reasonably make each week, and then multiply
that by 52
C) the number of sales calls a salesperson can reasonably make in a year, and an allowance for
other duties that are not sales calls
D) the number of sales calls current salespeople make per day, on average
E) the number of accounts each salesperson will handle
Answer: C
Diff: 3 Page Ref: 139
Objective: LO3
14) In which of the following situations would generalist salespeople make more sense than
specialist salespeople?
A) A company only has one product and the customers use it in disparate ways.
B) A company has a small product line that is used the same way by all customers.
C) A company has a large list of offerings and the customers have specific but differing needs.
D) A company has a small product line and the customers are divided into three discrete user
groups.
E) A company has a large list of specialized products and two distinct user groups of customers.
Answer: B
Diff: 2 Page Ref: 139
Objective: LO3
4
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
15) A geographical sales structure:
A) organizes the salesforce according to where salespeople live
B) organizes the salesforce in teams of salespeople, each representing different regions
C) organizes sales territories by customer account
D) organizes sales territories by product sold
E) organizes sales territories by physical areas of the world
Answer: E
Diff: 1 Page Ref: 140
Objective: LO3
18) Why would a company decide NOT to use geographical sales structure?
A) Its customers require in-person visits.
B) Its product line is complex and varied.
C) It only sells one product.
D) When business increases, they can divide up the territories.
E) Customers want to deal with only one salesperson.
Answer: B
Diff: 1 Page Ref: 140
Objective: LO3
5
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
19) A product sales structure assigns salespeople:
A) by geographical area
B) by size of the customer
C) according to product lines or divisions
D) according to seniority
E) as if they were generalists
Answer: C
Diff: 1 Page Ref: 140
Objective: LO3
22) If two or more salespeople call on the same account they may confuse the customer. What is
another negative result of structuring a sales force so multiple salespeople deal with each
account.?
A) The salespeople may not share information about the account with each other, so they will be
doing unnecessary work.
B) The salespeople may each have specialized knowledge of the products they sell.
C) The salespeople may spend less time per sales call on the customer.
D) The customer may award the company a sole supplier contract.
E) The customer may order more products that it would have with just one sales contact.
Answer: A
Diff: 1 Page Ref: 142
Objective: LO3
6
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
23) In the market sales structure, salespeople are assigned to customers based on:
A) the area of the country the customer is in
B) the market the customer is in
C) the product the salesperson knows best
D) the step in the sales process the customer is in
E) the seniority the salesperson has
Answer: B
Diff: 1 Page Ref: 142
Objective: LO3
25) A seller who wants to enter a new market will likely choose to structure its sales force using
the:
A) geographic sales structure
B) product sales structure
C) market sales structure
D) functional sales structure
E) combination sales structure
Answer: C
Diff: 2 Page Ref: 142
Objective: LO3
7
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
27) The biggest challenge of a functional sales structure is:
A) advising the customers of who is servicing them
B) remembering which specialists are assigned to which customers
C) finding specialist salespeople with the appropriate expertise in their areas
D) coordinating all the specialists so they service the customer appropriately
E) compensating the specialists for the sales they make
Answer: D
Diff: 2 Page Ref: 143
Objective: LO3
29) Key accounts get more attention from salespeople because they exemplify the 80/20 Rule,
which states that:
A) 80% of the market is dominated by 20% of the vendors in the industry
B) 80% of customers pay their bills on time, while 20% will delay paying
C) 80% of a company's salespeople service 20% of its customers
D) 80% of the customers are serviced by 20% of the salespeople
E) 80% of a company's profits come from 20% of its customers
Answer: E
Diff: 1 Page Ref: 145
Objective: LO3
30) What is the main disadvantage of assigning a regular territory-based salesperson to a key
account?
A) The salesperson might be unwilling to share information about the customer with other
departments in the company.
B) The salesperson might misread the buying signals of the decision-makers at such a senior
level.
C) The salesperson might focus on quick sales instead of understanding the customer's needs to
generate a long-term relationship.
D) The customer might be insulted that a lower-level salesperson has been assigned to their
account.
E) The customer might negotiate lower prices with an inexperienced salesperson.
Answer: C
Diff: 2 Page Ref: 145
Objective: LO3
8
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
31) Telemarketing salespeople can do all of the following EXCEPT:
A) receive calls from customers interested in buying a product
B) place calls to current customers for the purpose of selling more products to them
C) set appointments with customers for outside salespeople to visit them
D) travel to visit customers for in-person meetings
E) call customers to tell them where the company will be at trade shows near them
Answer: D
Diff: 1 Page Ref: 146
Objective: LO3
32) A common customer perception that offshore call centers provided lower-quality service has
led to:
A) companies moving their call centers back to their home countries
B) increased demand for these offshore call centers
C) higher costs for the companies using these call centers
D) new job duties for call center employees
E) a "push" model of customer service
Answer: A
Diff: 1 Page Ref: 147
Objective: LO3
33) One of the biggest issues companies who use computerized sales must deal with in relation
to their customers is:
A) avoiding sending salespeople to call on them in person
B) making sure that the email messages they send to customers are not experienced as spam
C) making products that appeal to customers who prefer to do business by computer
D) convincing salespeople to give their customer records to be inputted to computers
E) hiring reputable tech maintenance firms
Answer: B
Diff: 2 Page Ref: 148
AACSB: Use of Information Technology (IT)
Objective: LO3
9
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
35) In general, the more specialized the selling:
A) the more customers each salesperson will have
B) the shorter the sales process will take
C) the fewer salespeople one manager can manage
D) the more salespeople one manager can manage
E) the less time each sale will take
Answer: C
Diff: 2 Page Ref: 150
AACSB: Analytic Skills
Objective: LO4
37) What is the core dilemma for an independent sales agent representing a product line for a
company?
A) The company that hires the agent may not have face-to-face contact with the agent.
B) The company that hires the agent gets to set the retail price of the product.
C) The agent cannot ever know as much about the product as the company that manufactures it
does.
D) The agent is likely to lose the sales account if the agent sells too much or too little of the
product.
E) The agent may not have the specialized knowledge to sell the product effectively.
Answer: D
Diff: 2 Page Ref: 151
Objective: LO5
10
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
38) What is the best practice for a harmonious relationship between a company hiring an
independent sales agent and the sales agent?
A) The sales agent should ask for a benefits package from the company.
B) The company should not expect the sales agent to make as many sales as an in-house sales
representative would.
C) The company should commit to hiring the sales agent for a minimum of 18 months before
reevaluating the arrangement.
D) The parties should agree to enter a mediation process if one or the other wants to terminate
their business arrangement.
E) The parties should write up an agreement about the level of reporting and feedback they
expect from each other.
Answer: E
Diff: 2 Page Ref: 151
Objective: LO5
39) An ethical dilemma that comes up when a company uses sales agents to sell its products
comes into play when the agents sell so much of the product that the company decides to:
A) decrease the retail price of the products
B) fire the agent and use an in-house sales staff without giving the agent any commissions on
renewal or repeat business the agent established
C) give the sales agents a larger margin on the products they sell
D) hire those sales agents in as in-house salespeople for the company
E) ask the sales agents to codify the sales process they go through to routinize best practices for
selling to certain market segments
Answer: B
Diff: 2 Page Ref: 152
AACSB: Ethical Understanding and Reasoning Abilities
Objective: LO5
40) A break-even analysis is a calculation that helps sales managers figure out:
A) the monthly commissions they pay to salespeople
B) which products have the highest margins for the company
C) whether it is more cost-effective to hire in-house salespeople or independent sales agents
D) how to structure the sales force for maximum efficiency
E) if they should use a line organization reporting structure or a flattened-out reporting structure
Answer: C
Diff: 2 Page Ref: 153
Objective: LO5
11
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
7.2 True/False
1) The best way to structure a sales force varies from company to company, even within the
same industry.
Answer: TRUE
Diff: 1 Page Ref: 134
Objective: LO2
2) The best structure for a sales force is one that carries out the goals of the entire organization.
Answer: TRUE
Diff: 1 Page Ref: 136
Objective: LO1
3) Structuring a sales force around the current sales force creates efficiency in the sales process.
Answer: FALSE
Diff: 3 Page Ref: 137
Objective: LO3
4) Because it is simpler to calculate, the breakdown method is more easily implemented than is
the workload method of determining how many salespeople a company needs.
Answer: FALSE
Diff: 2 Page Ref: 138
Objective: LO3
5) Companies will increase sales revenue by replacing generalist salespeople with specialists.
Answer: FALSE
Diff: 1 Page Ref: 139-40
Objective: LO3
6) A geographical sales structure tends to be easier to create and manage than other sales
structures.
Answer: TRUE
Diff: 1 Page Ref: 140
Objective: LO3
7) A functional sales structure is simple because a single representative takes care of each
customer for the lifetime of the relationship.
Answer: FALSE
Diff: 2 Page Ref: 142
Objective: LO3
8) Computerized sales are growing as a method of sales for most companies despite the fact that
they cost a company more per sale than inside sales representatives do.
Answer: FALSE
Diff: 1 Page Ref: 148
Objective: LO3
12
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
9) Flattening sales organizations' structures gives salespeople greater leeway to service their
customers appropriately.
Answer: TRUE
Diff: 2 Page Ref: 149
Objective: LO4
10) Doing a break-even analysis will give the actual costs of choosing a company salesperson
over a sales agent.
Answer: TRUE
Diff: 1 Page Ref: 152-3
Objective: LO5
1) What is the main factor that tells managers how to organize a company's sales force? What is
one common mistake managers make when organizing their sales force?
Answer: The main factor is what the company's overall goals are for sales, and making sure the
buyer is happy with purchasing methods. The mistake companies make is organizing based
around the salespeople they already have, instead of looking at the goals and organizing based on
those.
Diff: 3 Page Ref: 136-7
Objective: LO1
2) Explain the breakdown method of calculating the size of a company's salesforce. What is the
weakness of this method?
Answer: The breakdown method takes the dollar amount of the sales goal for the year and
divides it by the amount each salesperson is expected to sell to come up with the number of
salespeople needed. The weakness is that not all salespeople sell at the same rate, so the model is
too simplistic to be realistic.
Diff: 1 Page Ref: 138
Objective: LO2
3) What are the steps of the workload method of calculating the size of the sales force a company
should have.
Answer: The first step is to divide the customers into groups to figure out how many visits each
one should get per year. Multiply and add those numbers to figure out how many total visits will
be needed. Then figure out what a reasonable number of visits per salesperson per year is.
Subtract an amount that makes sense for the salespeople to be performing other duties that are
not sales calls. Then divide the total number of visits by the number of visits each salesperson
can likely make to get the total number of salespeople who should be hired.
Diff: 2 Page Ref: 138-9
Objective: LO2
13
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
4) What are the differences between generalist and specialist salespeople? Which type should a
company choose?
Answer: Generalist salespeople sell one or a small number of products to customers with similar
needs. Specialized salespeople sell many products or a few products to customers with varying
needs, so they must have specialized knowledge either of the products or of how the customer
will use the products. Which one a company chooses depends on how many products it sells, and
what its customer base is.
Diff: 1 Page Ref: 139
Objective: LO2
5) What are the advantages of a geographical sales structure? What are the disadvantages?
Answer: The advantages are that it is easy to set up territories, each customers is serviced by one
particular salesperson, it avoids duplication, and it makes it easier to schedule sales calls
efficiently. The disadvantages are that geographical territories may be inefficient, and this model
is difficult if the products are too disparate or complex.
Diff: 2 Page Ref: 140
Objective: LO3
7) What is the difference between a market sales structure and a functional sales structure?
Answer: A market sales structure assigns salespeople to customers based on the market the
customer is in. A functional sales structure is completely different, in that the sales process has
been divided up and different aspects of it are handled by different salespeople.
Diff: 1 Page Ref: 142
Objective: LO3
8) What is the 80/20 rule, and how does that apply to key accounts?
Answer: The 80/20 rule is that 80% of a company's business will come from 20% of its
accounts. Management and salespeople need to be aware of this so they can provide the best
service possible to the key accounts that will provide 80% of their business.
Diff: 2 Page Ref: 145
Objective: LO3
9) What are some of the tasks that telemarketers can perform for a company?
Answer: Telemarketers can answer incoming sales calls, as well as place outgoing calls selling
products to new or current customers, setting sales call appointments for outside field reps,
telling customers where they can see the product at trade shows, and prequalify customers for
other salespeople to sell to.
Diff: 1 Page Ref: 146
Objective: LO3
14
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
10) What are the problems customers encounter when sales and service functions are outsourced
to foreign countries?
Answer: Miscommunications, lack of cultural sensitivity, lack of professionalism, and lack of
product knowledge are all problems experienced by customers calling offshore call centers.
Diff: 2 Page Ref: 147
AACSB: Communication Abilities
Objective: LO3
11) Why are electronic data interchange systems so beneficial for both the seller and the buyer?
Answer: EDIs are convenient for the buyer because they can just place orders when they run out
of product at their convenience, at a pre-negotiated price. It is convenient and requires little time
or interaction. For the seller, the costs of making those sales is extremely low, so the margin on
the product becomes higher.
Diff: 1 Page Ref: 148
AACSB: Use of Information Technology (IT)
Objective: LO3
12) What is the main disadvantage of a line organization reporting structure, and how can that
problem be fixed?
Answer: The disadvantage is that salespeople don't have the authority to make on-the-spot
decisions to keep customers happy. This can be fixed by flattening out the organizational
structure, so individual salespeople have more authority to make more decisions in the field.
Diff: 3 Page Ref: 149
Objective: LO4
13) What does "span of control" mean? What is the relationship between the amount of
specialization salespeople have and span of control?
Answer: Span of control is the number of salespeople that report to a manager. In general, the
more specialized the salespeople, the fewer can be managed by each manager.
Diff: 1 Page Ref: 149
Objective: LO4
14) Discuss the ethical issues involved in the relationship between and independent sales agent
and the company that hires the agent.
Answer: Companies tend to fire agents that sell either too little of the product (for poor
performance) or too much of the product (they think it is easy and that in-house salespeople can
do it more cheaply). The sales agent may be tempted to keep sales levels artificially low. The
company may fire the sales agent without providing longer-term compensation for the sales the
agent made that will turn into repeat business.
Diff: 3 Page Ref: 152
AACSB: Ethical Understanding and Reasoning Abilities
Objective: LO5
15
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
15) What is a break-even analysis? What does it compare?
Answer: A break-even analysis is a calculation that can be done with a formula or diagram that
compares the fixed and variable costs associated with hiring in-house salespeople and
independent sales agents.
Diff: 2 Page Ref: 152
Objective: LO5
16
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
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Kun temppelin vanha pappi, sama, joka edellisenä päivänä oli lujana
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VI
Kerran oli suuri talo, jolla oli hyvin paljon alustalaisia. Nämä saivat
tehdä raskaita päivätöitä ja raataa ankarasti julman voudin heitä alati
ahdistaessa. Näin rikastui talo rikastumistaan, mutta alustalaiset
kärsivät kurjuutta. He rukoilivat Jumalalta apua hätäänsä, mutta
mitään lievitystä ei kuulunut; päinvastoin näytti siltä, että luoja oli
kääntänyt heistä kasvonsa pois, antaakseen paholaiselle täyden
vallan. Ja tätä tilaisuutta vanha kehno käyttikin hyväkseen kaikin
tavoin: hän usutti voutia yhä suurempaan ankaruuteen ja ahneuteen,
paaduttaen hänen sielunsa sitä tietä saaliikseen, ja syöksi
alustalaiset taas toisaalta entistä syvempään köyhyyteen ja
kurjuuteen, siten saattaakseen heidän sielunsa syntiin ja
kadotukseen. Tässä paholainen onnistui täydellisesti. Kun Jumala
tarkasti taloa ja sen alustalaisia, huomasi hän synnin ruohon
rehoittavan kaikkialla ja paholaisen riemuiten käyskentelevän
uhriensa keskellä, ollenkaan muistamattakaan olevansa hänkin
luojan tutkimattomien aivoitusten välikappale.
II
Torpparia peloitti niin että hän tutisi, mutta hänen sielussaan oli
syttynyt kiihkeä himo päästä jotenkin saamaan sitä, jota ilman hän
koko elämänsä oli ollut, nimittäin rahaa, ja se himo sai hänet
voittamaan pelkonsa. Hän lähti hiipimään kirkkoa kohti ja oli jo
ovella, kun vieras ilmestyi hänen rinnalleen ja kahahti korvaan: "Jätä
viikate pois!" Torppari kääntyi säikähtäen ja kun viikatteen terä silloin
kilahti kirkon oveen, lensi se pois hänen olaltaan kuin salaman
viemänä. Torppari typertyi paikalleen säikähdyksestä, mutta selvisi
hetken perästä ja kosketti neuvon mukaan kirkon ovea saamallaan
rahalla. Ovi aukenikin aivan äänettömästi ja hän meni takaperin
sisään.
Kun hän sitten astui kotipirttiinsä, tuntui hänestä kuin olisi vuosia
kulunut siitä, kun hän sieltä lähti; hän ymmärsi myöskin, ettei hän
enää ollut sama mies kuin ennen. Jokin outo voima oli saanut hänet
valtaansa, istuttaen hänen sydämeensä sekä koston- että
rahanhimon, joka oli kokonaan muuttanut hänet. Hän tunsi, että
entinen huoleton onnellisuus ja iloisuus oli kadonnut, eikä voinut
katsoa vaimoaan silmiin. Vaitiollen hän laskeutui makuulle ja hänen
vaimonsa iltarukous tuntui hänestä joutavalta ja ilkeältä, mutta ei hän
sentään kehdannut mitään sanoa. Pian hän vaipui raskaaseen
uneen. Oli aivan pilkkoisen pimeä yö, myrsky raivosi, sade valui
virtana, ja silloin tällöin salama kaameasti valaisi tupaa sinertävällä,
väräjävällä valolla.
Kissalla oli pimeässä oma valonsa, niin että torppari näki hyvin sitä
seurata. Väliin sen silmät loistivat kuin lyhdyt ja väliin se hehkui koko
karvaltaan kuin tulipallo. Mutta kun torppari tuijotti siihen
tuijottamistaan, muuttikin se hänen silmissään muotoansa. Väliin se
mateli kuin pitkä ja loistava käärme nopeasti sammalikossa, väliin
taas käveli keinuen keveästi kuin nuori, ihana tyttö, katsahdellen
veikeästi taaksensa ja viittaillen hänelle suloisesti. Torpparin sydäntä
rupesi oudosti polttamaan, eikä hän voinut riistää katsettaan tuosta
näystä. Niin kuljettiin, mutta minne ja kuinka kauas, sitä ei torppari
voinut sanoa. Seutu oli synkkääkin synkempää, tuuli kohisi
tummassa kuusikossa, sade virtasi, salamat leimahtelivat tuon
tuostakin, ja metsästä kuului kammottavia, kirahtelevia ja valittavia
ääniä.
Vihdoin tytöksi muuttunut kissa pysähtyi korkean ja sammaleisen
kiven juurelle ja sanoi hänelle viehkeällä äänellä: "Niitä tästä
viikatteellasi!" Torppari teki kuten käskettiin, mutta jo ensi iskulla
lensikin koko multakerros syrjään ja maasta paljastui kammottavan
näköinen ruumis. Kun torppari kauhistuneena kumartui lähemmin
sitä katsomaan, oli sen kallossa ammottava reikä. "Niin", kuuli hän
tytön kuiskaavan, "se on voudin murhaaman ja ryöväämän miehen
ruumis. Ota nyt konttisi täyteen multaa tuosta pään vierestä, johon
veri on juossut". Taas torppari totteli, ammensi konttinsa täyteen
tuota kalmanmultaa ja kysyi: "Mitä minä tällä teen?" — "Vie kotiisi,
pane talteen ja katso aamulla", vastasi tyttö, "mutta seuraa sitä
ennen vielä minua". Ja torpparin täytyi seurata.
IV