Course Outline (2013)

Class: Course: Instructor: MBA Sales Management Ahmad Jamal

Class details Class Timing and Room Session Day(s) Credit Hours: Course Prerequisites: Consultation Time Email Contact #

Room # : Saturday 3/class hours(per week) | 0/lab hours(per week) None After Class Adjunct Faculty Room ahmadjamal22@hotmail.com 0321-8259432
Course Description

In just one sentence, Sales Management is simply management of an organizations Personal selling function. The effective management of a companys sales effort involves three interrelated sets of decisions or processes: 1. Formulation of a strategic sales program. 2. Implementation of the sales program and, 3. Evaluation and control of the sales force performance. This course comprises of an approach to understand the above stated sets of decisions and processes, through text and cases on sales management topics and also through sharing of the facilitators own experiences and observations, gained while serving various multinational and national sales and marketing organizations.
Course Objective

The objectives of this course are 1. To familiarize students with the principles, structures, strategies and skills of selling and managing the selling function. 2. To develop and impart skills required to plan, organize, implement and control selling and marketing channels. 3. To focus on quality customer service which is the foundation upon which an organizations success is built. This part will help students: a. Review or define customer service standards for the organization and the individual; b. Develop skills for listening and calming oneself and others; c. Explore options for resolving issues with realistic expectations; d. Gain techniques to maintain perspective and equilibrium. 4. To make sure that all the points of customer contactthose moments of truthoccur in the best way possible

Learning Outcomes

1. 2. 3. 4. 5.

Classify and analyze different sales functions Critically evaluate recruitment, selection, and retention plans for sales people Design sales plans Analyze and assess sales management and leadership strategies Apply understanding of good practices in sales force management
Teaching and Learning Methodology

PowerPoint based lecturing, group assignments and group discussions.

Materials and Supplies

Articles and case studies.

Expected Class Conduct

In time & Participative.

Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Session Topic Study Reference

Changing World of Sales Management Overview of Personal Selling Sales Presentations Closing Sales and Follow up Organizational Strategies and the Sales Function Sales Organization Structure and Sales force Deployment Staffing the Sales force: Recruitment and Selection Mid Term Exam Continual Development of the Sales force: Sales Training Sales Leadership, Management and Supervision Motivation and Reward System Management Evaluating the Effectiveness of the Organization Evaluating the Performance of Salespeople Evaluating the Performance of Salespeople Case Studies Evaluating the Performance of Salespeople Final Project Presentations Final Exam

Book Mod. 1 Book Mod. 2 Handouts Handouts Book Mod. 3 Book Mod. 4 Book Mod. 5

Book Mod. 6 Book Mod. 7 Book Mod. 8 Book Mod. 9 Book Mod. 10

Text Book

Sales Management - Analysis and Decision Making Sixth Edition Ingram LaForge Avila Schwepker Jr. Williams
Reference Books

ProActive Sales Management: How to Lead, Motivate, and Stay Ahead of the Game by William Miller
Marks Head Total Frequency Total Exempted Marks Total Marks /Head

Quiz Final Paper Mid Term Paper Project

5 1 1 1

0 0 0 0

2 40 30 20
100

10 40 30 20

Attendance Policy Prompt arrival and regular attendance are extremely important. For Academic policy refer to student handbook for policies on late entry, maximum absences allowed, leave application etc.
Students with Physical or Educational Challenges

Students with educational and/or physical challenges are entitled to extra attention and time from the instructor. Therefore students are advised to notify the course instructor at the beginning of the course. Special arrangement may also be made on prior request based on specific challenges. Academic Integrity This course seeks to empower students for independent learning, resourcefulness, clear thinking, and perception. All submitted work and activities should be genuine reflections of individual achievement from which the student should derive personal satisfaction and a sense of accomplishment. Plagiarism and cheating subvert these goals and will be treated according to the policy stated in the Student Handbook. The instructor reserves the right to utilize electronic means to help prevent plagiarism. Comments and/or Suggestions Students and Instructors may contact the Institutional Research Department if there is a need to make suggestions or comments that can help further improve the course. A link is also provided on your ZABDESK account for frequent and trouble-free feedback. The Institutional Research Department would like to hear your feedback about the following:

Final Project Student groups will be formed, each group to select a company (with the approval of the Instructor, select a medium or large size company Annual Sales > Rs. 500 Million .) The students will then seek answers to the following questions: 1. What is the Mission Statement of the company? 2. How this MS was formulated? 3. What are the marketing / sales objectives of the company? 4. How these objectives were formulated? 5. Marketing / sales department organization chart? 6. Companys sales budget. 7. Details of any Sales Training Program conducted in the organization. In-house or external sources utilized? Costs incurred? Level at which training is given? Future plans in training? Budget lay-out for training? 8. Critical analysis of companys sales operations. 9. Suggestions for improvements. 10. Names, designations and telephone numbers of the persons contacted.

Marketing Objectives:
The objective of the marketing plan is to increase the company growth. The company is having economic problems. The company suffers lose in turn over in recent year and need marketing plan to regain its position. The company has to attract the market and should come out with good quality products with extra features and services to keep the brand in the market and having a good turn over. 3.2) Market Strategy: Our market strategy defines specific actions to perform the company aim and objective and keep its brand position within the market

Read more: http://www.ukessays.com/essays/marketing/marketing-plan-for-dawlancegroup.php#ixzz2RQIzMT1B

T he c on ti nuous i mpr ovem ent of al l pr oduct s and ser vic es t hrough to ta l i n vol vem ent of employees. 2. T h e development and s tr engt hening of joint ve nt ur es and pa rt n er shi ps wit h ext er nal and i nt ernal c ust omers and s uppli ers . 3. Pr o vi di ng innovat i ve and hi gher qual it y pr oduc t s to ac hi eve to ta l c us tom er s ati sf ac ti on by under st anding t heir r equir em ent s an d a nt ic i pati ng t heir f uture expec tati ons or needs t hr ough: Mo ni t or ing A nnual T argets f or qual it y im pr ovem ent i n al l areas an d fu nc ti o n of the or ganiz at ion. Va l ui ng peopl e by under st andi ng and drawi ng upon their s tr eng th s i. e. a b il it ies and knowl edge and m ak e eff or ts f or thei r tr ai ning a nd de ve l op m ent. 4. W ith a dedic at ed team of pr of es si onals t he c ompany i s st ri vi n g to i m pr ove the qual it y of l if e in Paki st an homes t hr ough re li ab l e equipm ent f or p ower dis tr ibut i on and hom e appl ianc es.
41 To ensure the key accounts profitability, selling companies pass some kind of extra discounts which are kept hidden and vary from account to account according to their performance.

5.2 Recommendations
5.2.1 Identification and analysis of key accounts As discussed above in conclusion portion that in key accounts identification process, Dawlance gives priority to three factors, i.e. sales volume, showroom size and location, and deal ers reputation. Whereas other important factors like dealers financial position, business background, attitude towards business growth or rival and small dealer dealers having potential for tomorrow are overlooked to some extent. The author thinks that by taking some steps company may implement KAM program more effectively. Dawlance should also consider small dealers (having low sales volumes) in identification process for key accounts. As todays small are tomorrows large accounts. Secondly, key accounts financial position plays an important role for consistent performance and long run business partnership. Thirdly, dealers family background in that business and his will to grow may be valuable in better KAM practices. Moreover, to analyze the key accounts performance, his loyalty towards brand promotion may be a good signal. Key accounts performance may be analyzed by assessing its economic and activity aspects related to its basic characteristics which include: value chain, market, products and economic situation. 5.2.2 Relationship strategies As Dawlance Company is playing administrative and dominant role in home appliance market of Pakistan, there seems to be lack in collaboration between selling company and key accounts. Thats why key accounts resist to company policies. So, author suggests that being a brand leader company should develop accommodative culture rather domination. Moreover, company should adopt some more informal ways like dining, gifting, participation in key accounts functions and enhancing their credit limits and duration to develop relationships with key accounts. 5.2.3 Operational capabilities Along with quality products and strong customer pull that is contributing a lot in key account profitability; author thinks that Dawlance should increase the role of KAM managers and KAM team by transferring them more responsibilities. Secondly, Dawlance may develop a performance based culture of hidden discounts to secure key accounts profits. It may be given at the end of month, scheme or year in shape of cheque, DD or transferred to his account directly.