Spiro, R. L., Rich, G. A., & Stanton, W. J. (2008). Management of a sales force (12th ed.). New York, NY: McGraw-Hill/Irwin.

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1 Course Syllabus Course Description A comprehensive, practical approach to sales management. Emphasis is placed on managing strategic account relationships, team development, diversity in the work force, sales force automation, and ethical issues. Explains various motivation techniques, leadership style and conflict management practices to create managerial decision making techniques in a variety of sales environments. Course Textbook Spiro, R. L., Rich, G. A., & Stanton, W. J. (2008). Management of a sales force (12th ed.). New York, NY: McGraw-Hill/Irwin. Course Learning Objectives Upon completion of this course, students should be able to: 1. Compare and contrast sales management techniques, clearly describing how technological advances have revolutionized the corporate marketing structure. 2. Discuss the major elements and describe the relationship of business strategy and the basic elements of strategic market planning. 3. Discuss four methods of setting opportunity priorities and describe the effective steps for generating new accounts. 4. Describe the steps in the professional purchasing process and explain how relationships are likely to evolve by describing the factors critical to gaining commitment to a relationship. 5. Analyze sales situations and construct models that will address the issues described in the strategic and marketing plans. 6. Explain the various ways by which a sales force can be organized and describe the evolving trends in sales force organization. 7. Discuss the sources of recruits and relevant hiring criteria for sales jobs and describe how to plan for recruiting and selection. 8. Discuss specific training needs for a sales force and describe different methods for evaluating training results. 9. Explain in your own words what is meant by leadership and determine the appropriate leadership style for a particular situation. 10. Discuss appropriate compensation methods and describe how to set pay levels. 11. Distinguish between input and output measures of sales performance and discuss the value of behavioral control procedures for salespeople. Credits Upon completion of this course, the students will earn three (3) hours of college credit. Course Structure 1. Summary of Course Unit: summarizes key issues in the assigned chapters. 2. Unit Learning Objectives: Each unit contains learning objectives that specify the measurable skills and knowledge students should gain upon completion of the unit. BBA 3221, Sales Management 1

2 3. Key Terms: Key terms are intended to guide students in their course of study. Students should pay particular attention to key terms as they represent important concepts within the unit material and reading 4. Reading Assignments: include approximately 1-4 textbook chapters in each course unit. 5. Unit Assessments contain both objective and subjective type questions. Students are required to take unit assessments at the completion of each unit. 6. Ask the Professor: is a communication forum that provides the student an opportunity to ask course content or general questions to your professor. 7. Student Break Room: is a communication forum that allows for casual conversation with your classmates. 8. Case Study: Information about the Case Study is listed below. Case Study Select one of the following topics. CSU requires that students use the APA format. Therefore, the APA rules for formatting, quoting, paraphrasing, citing, and listing of sources are to be followed. You may use outside sources and may include Internet sources, books, and professional journals or resources related to the profession. Topic One: Read Case A-5, Hanover-Bates Chemical Corporation, on page 543 of the textbook. You are assisting Jim Sprague in his new role. Respond to these questions: 1. Evaluate the performance of the northeast district in comparison with the other Hanover-Bates sales districts. 2. What are the weak spots in the northeast district's performance? 3. What should management do to improve areas of poor performance in the northeast district? 4. What should Jim Sprague do to improve management of his sales reps? Topic Two: Read Case A-6, Chemgrow, Inc., on page 547 of the textbook. Respond to these questions: 1. What decisions would you make with regard to which is the most productive region, who is the most outstanding salesperson, and who are the most valuable customers? 2. What computer report should be generated on a regular basis to assist the managers in their evaluations? 3. Write a memo to Mr. Kee justifying your decisions and supporting the new computer report you are requesting. To submit your completed Case Study upload your assignment using the link provided in Unit VIII. Do not your paper directly to your professor. By uploading your assignment using Blackboard, your university record will automatically be updated to indicate you have submitted your paper and it will be provided to your professor for grading. APA Guidelines CSU requires that students use the APA style for papers and projects. Therefore, the APA rules for formatting, quoting, paraphrasing, citing, and listing of sources are to be followed. A document titled APA Guidelines Summary is available for you to download from the APA Guide Link, found in the Learning Resources area of the mycsu Student Portal. It may also be accessed from the Student Resources link on the Course Menu. This document provides links to several internet sites that provide comprehensive information on APA formatting, including examples and sample papers. CSU Grading Rubric for Papers/Projects The course papers will be graded based on the CSU Grading Rubric for all types of papers. In addition, all papers will be submitted for electronic evaluation to rule out plagiarism. Course projects will contain project specific grading criteria defined in the project directions. To view the rubric, click the Academic Policies link on the Course Menu, or by accessing the CSU Grading Rubric link, found in the Learning Resources area of the mycsu Student Portal. BBA 3221, Sales Management 2

3 Communication Forums Non-graded discussion forums that allow you to communicate with your professor and other students. Participation in these discussion forums is encouraged, but not required. You can access these forums from the buttons in the course menu. Instructions for subscribing/unsubscribing to these forums are provided below. Once you have completed Unit VIII you MUST unsubscribe from the forum otherwise you will continue to receive updates from the forum. You will not be able to unsubscribe after your course end date. Click here for instructions on how to post to the Discussion Forums. Ask the Professor This communication forum provides you an opportunity to ask course content or general questions to your professor. Questions may focus on Blackboard locations of online components, textbook or course content elaboration, additional guidance on assessment requirements, or general advice to other students. Questions that are specific in nature, such as inquiries regarding assessment/assignment grades or personal accommodation requests, are not to be posted on this forum. If you have questions, comments, concerns of a non-public nature, please feel free to your professor. Responses to your post will be addressed or ed within 48 hours. Before posting, please ensure that you have read all relevant course documentation, including the syllabus, assessment/assignment instructions, faculty feedback and other important information. Student Break Room This communication forum allows for casual conversation with your classmates. Communication on this forum should always maintain a standard of appropriateness and respect for your fellow classmates. This forum should not be used to share assessment answers. Grading Unit Assessments 10%) Case Study = 80% = 20% Total = 100% Course Schedule/Checklist (PLEASE PRINT) The following pages contain a printable Course Schedule to assist you through this course. By following this schedule, you will be assured that you will complete the course within the time allotted. BBA 3221, Sales Management 3

4 Course Schedule By following this schedule, you will be assured that you will complete the course within the time allotted. Please keep this schedule for reference as you progress through your course. Unit I Introduction to Sales Force Management Chapter 1: The Field of Sales Force Management Chapter 2: Strategic Sales Force Management Chapter 3: The Personal Selling Process Unit II Organizing and Recruiting Chapter 4: Sales Force Organization Chapter 5: Profiling and Recruiting Salespeople Unit III Selecting and Training Chapter 6: Selecting and Hiring Salespeople Chapter 7: Developing, Delivering, and Reinforcing a Sales Training Program Unit IV Motivation and Compensation Chapter 8: Motivating a Sales Force Chapter 9: Sales Force Compensation BBA 3221, Sales Management 4

5 Course Schedule Unit V Leadership of a Sales Force Chapter 10: Sales Force Quotas and Expenses Chapter 11: Leadership of a Sales Force Unit VI Sales Planning Chapter 12: Forecasting Sales and Developing Budgets Chapter 13: Sales Territories Unit VII Evaluating Sales Volume and Costs Chapter 14: Analysis of Sales Volume Chapter 15: Marketing Cost and Profitability Analysis Unit VIII Evaluating Performance and Ethical and Legal Responsibilities Chapter 16: Evaluating a Salesperson s Performance Chapter 17: Ethical and Legal Responsibilities of Sales Managers Case Study BBA 3221, Sales Management 5

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