INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA

COURSE OUTLINE
Kulliyyah of Economics and Management Sciences Kulliyyah / Institute Business Administration Department / Centre Programme Name of Course / Mode Course Code Name (s) of Academic staff / Instructor(s) MKTG 6230 To be determined Master of Science in Marketing Sales Management

Rationale for the inclusion This is elective course. This course will cover topics on strategies of of the course / module in the conducting sales activities, recruiting and managing the sales force, methods of compensations and evaluation of sales force performance. programme Semester and Year Offered Status Level Proposed Start Date Batch of Student to be Affected TBA Elective Postgraduate Semester 2, 2010/2011 G081XXXX Face to Face Assessment Lecture Total Guided and Independent Learning

Total Student Learning Time (SLT)

37.5 3

10.0

Guided Ind Learning Total

47.5 84 131.50

Credit Value (hours)

Pre-requisites (if any) Co-requisites (if any)

n/a n/a The objectives of this course are:

1. 2. Course Objectives 3.

To describe the nature of using various tools of sales force. To identify the attractiveness and benefits of the sales profession. To distinguish the key issues that drives the recruitment and selection salespersons process. To access various methods and benefits of sales training. To review sales performance process. To equip sales personnel with an ethical and legal ramification.

4. 5. 6.

Upon completion of this course, students should be able to: 1. Develop the knowledge of sales information management. 2. Interpret the significant of sales process. 3. Estimating, measuring and forecasting sales demands. 4. Select and manage sales channels. 5. Distinguish among various methods of selling and managing the sales force. Skills How they are developed Ability of undertake research, comprehend and evaluate information and concepts and solve simulated problem based on the case given Ability to give an oral report on projects and case study Methodically written account of project and case study Ability to work and function as a group to solve given problem or task Assessment method Class Discussion, Group case study & Project

Learning Outcomes

Analytical Skills

Transferable Skills:

Presentation Skills Writing skills

Group case study

Project paper & Group case study Projects and group case study

Teamwork skills

Type of Assessment Teaching-Learning / assessment strategy Lectures Presentations Cases

Description Lectures are conducted every class time Oral reports on projects and case study Students make detailed analysis of

Project

some specific, usually compelling, event or series of related events so that learners will better understand its nature and what might be done about it. A major assignment done in group to develop teamwork skills

Course Synopsis Mode of Delivery

This course will cover topics on strategies of conducting sales activities, recruiting and managing the sales force, methods of compensations and evaluation of sales force performance. The Islamic ethics and responsibilities of sales managers will also be covered. Class lecture, case analysis, class discussions, and presentations LO 1,3,4 1,2,4,5 1,2,3,4 Method Assignments Case Presentation Group Project Mid Term Exam Final Exam TOTAL % 10 10 20 20 40 100

Assessment Methods and Type/Course Assessement State weightage of each type of assessment.

1,2,4,5 1,2,3,4,5

Mapping of course / module to the Programme Learning Outcomes Learning Outcome of the course Develop the knowledge of sales information management. 01 02 Programme Outcomes 03 04 05 06 07 08 09

1.

2.

Interpret the significant of sales process. Estimating, measuring and forecasting sales demands. To access various methods and benefits of sales training.

3.

4.

5.

To review sales performance process.

6.

To equip sales personnel with an ethical and legal ramification.

Content outline of the course / module and the SLT per topic Weeks 1 Topics Introduction to Selling and Sales Management The Field of Sales Management Introduction to Sales Management The Nature of Personal Selling The Nature of Sales Management Importance of Personal Selling and Sales Management Sales Force Management in the 21st Century Strategic Sales Management The Marketing System The Marketing Concept and Marketing Management Strategic Planning Strategic Planning at the Company, Marketing, and Sales Force Levels Strategic Trends The Personal Selling Process Prospecting Pre-approach-Planning the Sale The Approach Need Assessment The Presentation Meeting Objections Gaining Commitment Learning Task/Reading (author/page) Hours Chapter 1 6.0

8.0

Chapter 2 & 3

Organizing, Staffing, and Training a Sales Force Sales Force Organization Nature of Sales Organizations Sales Force Organization and strategic Planning Characteristics of a good Organization Basic types of Organizations Specialization within a Sales Department Additional Strategic Organizational Alternative Organizing for International Sales Profiling and Recruiting Salespeople Sales Force Selection and Strategic Planning Importance of a Good Selection Program The Law and Sales Force Selection Scope of Sales Force Staffing Process Establish Responsibility for Recruiting, Selection, and Assimilation Determine the Number of People Wanted Determine the Type of People Wanted Recruiting and Its Importance Recruiting Sources of Sales Representatives Diversity Legal Considerations Recruiting Evaluation Selecting Applicants Selecting Applicants and Strategic Planning Legal Considerations Application Blanks Personal Interviews Psychological Testing References and Other Outside Sources Assessment Centers Reaching a Decision about an Applicant Hiring and Socializing New Salespeople Hiring Socialization Orientation Information Orientation Experience Meeting Social and Psychological Needs

Chapter 4

7.33

Chapter 5

10.33

Chapter 6

Chapter 7

Developing, Delivering, and Reinforcing a Sales Training Program The value of Sales Training Sales Training and Strategic Planning Training Assessment Program Design Reinforcement Training Evaluation Directing Sales Force Operations Motivating a Sales Force Motivation What Is It? Importance of Motivation Behavioral Concepts in Motivation Selecting Effective Combinations of Motivational Tools Financially Based Rewards Non-financial Rewards Sales Meetings Challenges and Changes in Sales Force Motivation Motivation and Performance Sales Force Compensation Sales Force Compensation and Strategic Planning Objectives of a Compensation Plan Designing a Sales Compensation Plan Establishing the Level of Compensation Developing the Method of Compensation Indirect Monetary Compensation Final Steps in Development of the Plan

7.33

Chapter 8

14.83

Chapters 9 & 10

Sales Force Expenses and Transportation Sales Force Expenses and Strategic Planning Internal Revenue Service Regulations Legitimate Travel and Business Expenses Characteristics of a Sound Expenses Plan Methods of Controlling Expenses Control of Sales Force Transportation Other Methods of Expense Control Leadership and Supervision of a Sales Force Leadership What Is It? Leadership Characteristics and Skills Leadership Style Supervision What Is It? Supervision and Strategic Planning Reasons for Supervision Amount of Supervision Needed Tools and Techniques of Supervision Problems Encountered in Leadership and Supervision

9.63

Chapter 11 & 12

Sales Force Morale The Nature and Importance of Morale Morale and strategic Planning Factors Shaping Sales Force Morale Effects of Sales Force Morale Special Problems in Morale Determining the cause of Poor Morale The Morale-Building Process Sales Planning Estimating Market Potential and Forecasting Sales Sales Forecasting and Strategic and Operational Planning Explanation of Basic terms Estimating Market and Sales Potentials Territory Potentials Sales Forecasting Sales Forecasting Methods Some Guiding Principles for Forecasting

9.33

Chapter 13 & 14

10

Sales Territories Nature and Benefits of Territories Procedure for Designing Territories Using Computers in Territory Design Assign Salespeople to Territories Revising Sales Territories Territorial Coverage-Managing a Sales Reps Time Sales Budgets and Quotas Budgeting and Strategic Planning Purposes of Budgeting Determining the Sales Budget Budgets for Sales Department Activities The Budgeting Process for the Firm Budget Periods The Budget-Making Procedure Managing with Budgets Sales Quotas Sales Quotas and Strategic Management Purposes of Sales Quotas Types of Quotas Bases for Setting a sales Volume Quota Administration of Sales Quotas

10.33

Chapter 15

11

7.33

Chapter 16

12

Evaluating Sales Performance Analysis of Sales Volume Strategic relationship between Planning and Evaluation Introduction to Sales Force Performance Evaluation Performance Evaluation and misdirected Marketing Effort Bases for Analyzing Sales Volume Use of Computers in Sales Analysis Marketing Cost and Probability Analysis Nature and Scope of Marketing Cost Analysis Types of Marketing Cost Analysis Problems in Marketing Cost Analysis Use of Findings from Probability Analysis

9.33

Chapters 17 & 18

13

Return on Investment An Evaluation Tool Evaluating a Salespersons Performance Nature and Importance of Performance Evaluation Program for Evaluating Performance Using Evaluation Data: an Example Ethical and Legal Responsibilities of Sales Managers with Islamic Perspective Business Ethics and Sales Management Public Regulation and Sales Managers

7.0

Chapter 19

14

7.0

Chapter 20

Final Exam Total Required references supporting the course

11 131.5

Spiro, Rosann L., Stanton, William J. & Rich, G. A. (2004). Management of a sales force (11th ed.). McGraw Hill.

Recommended references supporting the course Baldauf, A., David W. C., & Nigel F. P. (2005). Sales management control research--synthesis and an agenda for future research. Journal of Personal Selling & Sales Management, 25(1), 7-26. Baldauf, A. (2005). Sales management control research--synthesis and an agenda for future research. Journal of Personal Selling & Sales Management, 25(1), 7-26. Johnston, M. W., & Marshall, G. W. (2003). Sales force management (7th ed.). McGraw Hill. Michael, A. (2004). Effect of technology on sales performance: Progressing from technology acceptance to technology usage and consequence. Journal of Personal Selling, 24(4), 297-310. Michael, W. P., & Kenneth, R. (2004). Sales force involvement in CRM information systems: Participation, support, and focus. Journal of Personal Selling and Sales Management, 24(3), 215-227. Yasmin & Ondracek, (2004). Dakota halal processing: A case study and halal food management

framework. Delhi Business Review, 5(2), 33 45. Yusuf, K., & Kamal, N. Z. S. (2004). Problems and challenges facing the Islamic banking system in the west: The case of the UK thunderbird. International Business Review, 46(5), 521543. Prepared by: Checked by: Approved by:

_______________________ Name Assistant Professor

_______________________ Name Head

_______________________ Name Dean