Lahore University of Management Sciences

MGMT314SalesForceManagement
Spring20112012
Instructor Mr.MuhammadLuqmanAwan RoomNo. OfficeHours Email Muhammadluqman786@hotmail.com Telephone Secretary/TA TAOfficeHours CourseURL(ifany) CourseBasics CreditHours 4 Lecture(s) NbrofLec(s)PerWeek 2 Duration 90Minutes Recitation/Lab(perweek) NbrofLec(s)PerWeek NA Duration NA Tutorial(perweek) NbrofLec(s)PerWeek NA Duration NA CourseDistribution Core ACF Elective AllotherMajors OpenforStudentCategory Sophomore,Junior&Seniors CloseforStudentCategory Freshman COURSEDESCRIPTION Continual changes in economic, social & cultural fronts have required the business organizations to become more market

orientedmoreresponsivetocustomers.Theroleofsalesforceisexpandinggreatlyinthesechangingtimes.Nowthesalespersons are engaged in consultative relationship with their customers. They are expected to solve customer problems, not just sell products. Asthenatureofpersonalsellingchanges,sodoestheroleofSalesManager.TodaysSalesmanagersareviewedasTeamleaders rather than bosses. Managers in this century are being asked to manage multiple sales channels, such as telemarketing, e marketingaswellasfieldsalespeople. Keeping in view the spectrum of Sales Manager activities, following three steps frame work explains in details the three interrelated,sequentialprocesses,eachofwhichinfluencesthevariousdeterminantsofsalespersonperformance. *TheFormulationofStrategicSalesProgram: It involves organizing and planning the companys overall selling efforts & integrating these efforts with the other elements of the firmsmarketingstrategy. Few of the key areas are the formulation of account management policies, ways of organizing the sales force, and methods for estimatingdemand,settingquotas,anddesigningsalesterritories. *TheImplementationofSalesProgram: It includes selecting appropriate sales personnel, designing, implementing policies and procedures that will direct their efforts towardsthedesiredobjectives.

Lahore University of Management Sciences

Salespersonroleperceptions&motivations,designofcompensation&incentiveprogramsaresomeoftheimportanttopics. *TheevaluationandcontrolofSalespersonperformance: It involves developing procedures for monitoring and evaluating sales person performances. Adjustments can be made to either thesalesprogramoritsimplementationwhenperformanceisunsatisfactory. Variousapproachesforconductingasalesanalysis,costanalysis,andbehavioralanalysisarefewmaintopics. Values & Ethics play critical role in success of any Sales professional career (Even more than other professions). To understand the implication & consequences of Ethical decision, especial emphasis will be given throughout the courses in addition to dedicated sessions.
COURSEPREREQUISITE(S) COURSEOBJECTIVES Objective of this course is to explore How a Sales Manager might perform his or her job effectively, at the same time to understand the link between the determinants of sales performance & the actions that sales manager can taketodirect,influence,andcontrolthatperformanceontheother. LearningOutcomes

Sophomore,Junior&Seniorstudentsareeligibleforthishighlyinteractivecourse,Assuchthereisno prerequisitebutinterestinsales&marketingwillbehighlyappreciated.

DevelopclearunderstandingofSalesforcemanagement AbletoappreciateopportunitiespresenceinSaleprofessionascareer

GradingBreakupandPolicy ClassParticipation15% Project25% InClassExercises/Quizzes/RolePlays15% MidTermExam20% FinalExams25% ExaminationDetail Yes CombineSeparate:TBD Midterm Duration:2Hours Exam PreferredDate:TBD ExamSpecifications:TBD

Lahore University of Management Sciences

FinalExam Yes CombineSeparate:TBD Duration:2Hours ExamSpecifications:TBD

COURSEOVERVIEW Week/ Lecture/ Module

Topics

Recommended Readings

Objectives/ Application

Topic:CourseIntroduction&Overview

WhatMakesaGoodSalesman ByDavidMayerandHerbertM. Greenberg HBRReading

Lecture1

Thestudentsshould: Getintroducedtothe instructor,keyrules especiallyregarding courseoutline,time lines,projectdetails& classmanagement policies. Sharetheiraspirations fromthiscourse& targetlearning objectivesforcomplete course.

Topic:SalesManagementIntroduction

ChapterOne:Introductionto SalesManagementinthe TwentyFirstCentury

Identifyanddiscusskey trendsaffectingsales organizationandsales managerstoday. Presentageneral overviewofthesales managementprocess. Identifyandillustrate thekeyexternaland internalenvironmental factorsthatinfluence thedevelopmentof marketingstrategies andsalesprogram

Lecture2

Topic:SalesManagementIntroduction
Lecture3

Topic:ProcessofSellingandBuying
Lecture4

ManagingSalesInterface:An IntroductionHBSReadingby ProfessorFrankV.Cespedes EndingtheWarBetweenSales andMarketingBy.PhilipKotler, NeilRackhamHBRReading ChapterTwo:TheProcessof SellingandBuying

Asabove

Recognizethekey driversofchangein sellingandsales

Lahore University of Management Sciences

WhatisIndustrialMarketing Prof.VKasturiRanganHBS Reading management Understandthebest practicesinsellingthat leadtoexceeding customerexpectations Matchthestepsofthe sellingprocesstotypes ofjobsandthebuying process Pointoutavarietyof reasonswhysalesjobs canbehighlysatisfying SellinginB2CVersus B2B

Topic:ProcessofSellingandBuying
Lecture5

ChapterTwo &HBSReading: Continue

Continue

Topic:Interfacebetweenstrategies& sales

ChapterThree:LinkingStrategies andSalesRoleinEraofCustomer RelationshipManagement

Explaintheimportance ofamarketorientation andhowamarket orientationisfostered withinafirm Identifythekeystepsin developingand implementingstrategies Outlinethestagesin developingstrategic partnership relationshipsbetween organizations Understandandoutline thekeycomponentsand goalsofCRM IdentifythePurposeof SalesOrganization Understandthe differenthorizontal organizational structuresofsalesforce Outlinesthemajor issuesinkeyaccount andteamselling

Lecture6

Topic:OrganizingtheSaleseffort

Lecture7

ChapterFour:Organizingthe SalesEffort MatchyourSalesForceStructure toYourBusinessLifeCycleBy. Andris.Zoltners,PrabhakantHBR Reading

Lahore University of Management Sciences

Verticalstructureissues insalesorganization Startnewsalesforce fromground Discussthedifferences betweenmarket potential,sales potential,salesforecast &salesquote Understandvarious methodtodevelopsales forecast&settingsales targets SalesTerritorydesign process Understandthe importanceofsales analysis Reviewlearning objectivesfromLecture fourtoeight

Topic:StrategicRoleofInformation

ChapterFive:TheStrategicRole ofInformationinSales Management

Lecture8

Topic:ReviewofModule1 Case:TBA
Lecture9

ChaptertwotoChapterFive

Module2Implementationofthe SalesProgram
Topic:SalespersonPerformance ChapterSix:Salesperson Performance:Behavior,Role Perceptions,andSatisfaction Understandthemodel ofsalesperson performance Identifythecomponents thatmakeupthemodel Discusshowrole conflict,roleambiguity androleaccuracy influenceasalespersons roleperception Discusstheeffectof personalcharacteristics onsalesperson motivation Understandhowan individualscareerstage influencesmotivation

Lecture10

Topic:SalespersonPerformance

ChapterSeven: Salesperson Performance:Motivatingthe SalesForce

Lecture11

Lahore University of Management Sciences

Discusstheeffectof environmentalfactors onmotivation Understandtheanswer tothequestion,Are goodsalespeopleborn ormade? Definethe characteristicsof successfulsalespeople Explaintheroleofsales aptitudeinsales performance

Topic:PersonalCharacteristicsandSales Aptitude

Lecture12

ChapterEight:Personal CharacteristicsandSales Aptitude:CriteriaforSelecting Salespeople LeveragingthePsychologyofthe SalespersonByG.Cloataire Rapaille BetterSalesNetworkByTuba UstunerandDavidGodesHBR Reading??

Lecture13

MidTermProjectPresentations Topic:RecruitmentandSelection

ChapterNine:Sales force RecruitmentandSelection TheSalesLearningCurveBy MarkLeslieandCharlesA. Holloway

Understandthekey issuesthatdrivethe recruitmentand selectionofsalespeople Understandajob analysisandhow selectioncriteriaare determined Explaintheselection procedures Identifythekeytopicsin salestraining Understandthe objectivesofSales Training Discussthe developmentofsales trainingprograms Discusshowtomeasure thecostsandbenefitsof salestraining Discusstheadvantages andlimitationsof straightsalary,straight commission,and

Lecture14

Topic:SalesTraining

ChapterTen:SalesTraining: Objective,Techniques,and Evaluation

Lecture15

Topic:Compensation&Incentives
Lecture16

ChapterEleven:Salesperson compensationandincentives

Lahore University of Management Sciences

combinationplans Identifykeynon financialrewards Discussmakingdecision onthemixandlevelof compensation

Topic:Module2Overview

ReviewChapterSixtoEleven

Reviewlearningobjectivesfrom Lecturetentosixteen

Lecture17

Case:SalesCompensationatNirala

Module3EvaluationandControl oftheSalesProgram

Topic:SalesAnalysis

Chapter14:SalesAnalysis

Illustratethecontrol process Discussthenatureof salesandmarketing audits,andtellhowthey interrelate Demonstratethe differencebetween simpleandcomparative salesanalyses Selecttheappropriate costallocationmethod forvarioussales managementsituations. Describetheconceptof salesprocessesandhow thatrelatesto performance measurement Listsalesactivitiesthat shouldbemeasuredand describehowthese measurementsareused toassesssalesperson performance Evaluatesalesperson performanceusing combinationofactivity andsalesperformance

Lecture18

Topic:CostAnalysis
Lecture19

ChapterFifteen:CostAnalysis

Topic:BehaviorandOtherPerformance Analyses

ChapterSixteen:Behaviorand OtherPerformanceAnalyses

Lecture20

Lahore University of Management Sciences

measures Discusstheimplications ofsalesperson performanceforsales activitiesonpoliciesand decisionsofsales managers Reviewlearning objectivesfromLecture seventeentotwenty Discussdifferenttypes ofEthicaldilemmasface bySalesProfessionals Exploredifferent standards/Government regulationwithregard toethics Consequencesof compliance/non compliancewithEthics UnderstandtheRole& importanceofChannel DiscussChanneldesign possibilities Exploredifferent channelconflicts Salesforcemanagement challengeswherethe primarycustomerare channelpartners

Topic:Overview:ModuleThree
Lecture21

Review:Chapter1416

Case:TBD

Topic:Ethics

Chapter17:EthicsandLegal ResponsibilitiesofSales Managers

Lecture22

Topic:MarketingChannel

GoingtoMarket ByProfessor RobertJ.DolanHBSReading

Lecture23

Topic:SalesForceManagement
Lecture24

Case:TBA
Lecture25 Lecture26 Lecture27

Topic:GuestSpeakerSession Topic:ProjectPresentation

Topic:ProjectPresentation

Lahore University of Management Sciences

Lecture28

Topic:CourseWrapup&Wayforward

Textbook(s)/SupplementaryReadings

Books:

SalesForceManagement8thEditionChurchill/Ford/WalkerTataMcGrawHillEdition2006 ManagementofSalesForce11ThEditionSpiro/Stanton/RichTataMcGrawHillEdition2003 SalesForceManagementSixthEditionChurchill/Ford/WalkerIrwinMcGrawHill2000 Articles/Reading:MiscellaneousReadingsfromHarvardBusinessSchool&HarvardBusinessReview