THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT DEPARTMENT OF MARKETING AND ENTREPREURSHIP OME 321: SALES MANAGEMENT COURSE OUTLINE

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1 THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT DEPARTMENT OF MARKETING AND ENTREPREURSHIP OME 321: SALES MANAGEMENT COURSE OUTLINE

2 INTRODUCTION: Sales management is a course that focuses on the management of selling activities. The lectures are designed in the manner that you will be able to explain the evolution of sales management, analyze the activities involved in building, managing, controlling and evaluating sales forces. As the students who are expected to be sales managers or sale representatives, this lecture will be guiding you to the extent of performing international selling. COURSE CONTENT LECTURE ONE: INTRODUCTION TO SELLING AND SALES MANAGEMENT 1.1. Overview; This lecture introduces you to the concept of sales management, evolution of sales management historically, in business organizations and specifically for the marketing division. Also you will study professional part of the selling job and the sales management process Learning Objectives Explain the concept of selling and sales management Outline the nature and roles of selling and sales management Appraise the responsibilities and duties of a sales manager Examine the sales management process Describe the characteristics of modern selling 1.3. Key sub-topics Concept of sales management Significance of sales management in marketing Sales manager s in a business organization Sales management process Nature and role of selling Characteristics of modern selling Success factors for professional sales people Types of selling LECTURE TWO: PERSONAL SELLING SKILLS 2.1 Overview This lecture necessitate on the personal selling process. This process is a preview of the scenario that takes place when a sales force encounters customers or prospective customer. This process will help you to outlines important skills on sales presentation and salesmanship. 1

3 2.2 Learning Objective Define the personal selling Explain the salesmanship concept Explain the personal selling process List the skills required for effective personal selling Describe different types of sales persons 2.3 Subtopics Personal selling process Types of sales person Salesmanship LECTURE THREE: SALES ENVIRONMENT 3.1 Overview Sales environment consists of the forces that impact the selling and sales management. They include consumer and industrial buyer behaviors. All these have important implications for the sales people and sales managers. 3.2 Learning objectives At the end of this lecture you should be able to Explain the forces that impact on selling and sales management Demonstrate how sales channels are structured distinctively Evaluate the usefulness and applications of exhibition tools as a promotional medium Examine the nature and role of public relations as a selling tool Identify problems surrounding organizational and service sales settings 3.3 Key subtopics Environmental and managerial forces that impact on sales Sales channel Industrial/Commercial Selling Selling services Sales promotion Exhibition Public relations in sales management LECTURE FOUR: KEY ACCOUNT AND RELATIONSHIP MANAGEMENT 4.1 Overview This lecture explains the crucial tasks of selling to and managing key accounts which is the ability to manage relationships over a long period. The lecture will examine key 2

4 accounts management, relationship selling, relationship marketing and the Total quality Management. 4.2 Learning Objectives Describe the concept of key account Management Explain the advantages and disadvantages of key account management Appraise the tasks and skills of key account management Identify the ways in which relationships with key account can be built Discuss an overview of relationship marketing, relationship selling and total quality management Design tactics in relationship selling 4.3 Key sub topics Key account management Relationship selling Relationship marketing Total quality Management LECTURE FIVE: SALES AND MARKETING PLANNING 5.1 Overview Planning is a process that takes place in all levels of organization. In this lecture you will be exposed to the overview of strategic management planning, marketing planning and sales planning. Therefore the sales force planning should be designed in the context of overall organization plan and marketing plan. 5.2 Learning objectives Explain the concept of planning Explain the difference between sales planning and marketing planning Distinguish major steps in involved in strategic marketing planning Identify strategic sales force decisions and their implication to selling and sales management 5.3 Key subtopic Planning process Overview of Strategic management planning Sales and marketing planning The place of selling in the marketing planning Strategic sales force decisions 3

5 LECTURE SIX: TERRITORY MANAGEMENT AND TIME MANAGEMENT 6.1 Overview Sales force productivity is partly affected by increasing sales cost. Territorial Management is an aspect to reduce these costs. Sales executive improve productivity by increasing the time spent by sales force face to face with customers. 6.2 Learning objectives Define sales territory management Describe main steps for generating a new account Describe four methods for setting account priorities and indicate when each method should be used Design and explain the importance of work schedule to sales personnel 6.3 Key sub-topics Generating new accounts Managing existing accounts Setting accounts priorities Time management in selling LECTURE SEVEN: SALES FORECASTING AND BUDGETING 7.1 Overview This course depicts an important part of sales manager which is to make forecasts for the future. Forecasting sales include two major techniques which are qualitative sales forecasting and quantitative sales forecasting. After that sales manager will undertake sales budgeting 7.2 Learning Objectives Explain the qualitative technique for Sales forecasting Explain the quantitative technique for sales forecasting Identify how the sales budgets facilitate smooth running of an organization Discuss on Sales budget and the approaches used Comprehend on the purpose of sales budget 7.3 Key sub-topics Qualitative sales forecasting Quantitative sales forecasting Sales budget 4

6 LECTURE EIGHT: SALES QUOTA 8.1 Overview Sales management set quota and specify desired performance levels for sales volume such as budgeting items expenses. Quotas are set for sales regions or marketing unit or districts or individuals. They are intended to stimulate performance and evaluation. This lecture includes objectives and types of sales quota. 8.2 Learning Objectives Define the sales quota Synthesize objectives of sales quota Identify types of Quota Describe the reasons for not using sales quota 8.3 Key Sub- Topics Objectives of sales quota Types of sales quota LECTURE NINE: SALES FORCE ORGANIZATION 9.1 Overview Sales force organization is one of management function which associate types of sales force organization; product, sales force and customers. Also it involves determining the number of salespeople needed may be accomplished by the workload approach. 9.2 Learning Objectives Describe the guiding principle underlying sales force organization Identify basic type of sales force organization Demonstrate how to set up sales organization Explain the advantage and disadvantage of various sales force organization structure Compute the number of sales people by using workload approach 9.3 Key sub-topics Types of sales force organization structure Setting up of sales organization Organization principles Workload Approach 5

7 LECTURE TEN: RECRUITMENT 10.1 Overview A carefully planned and systematic recruitment of the sales force is highly essential for the successfully implementation of sales programs. Recruitment facilitate candidate to apply for a sales representative position Learning Objective Explain the concept of recruitment Explain the components of recruitment plan Describe the various criteria used for sales job Identify different sources of sales force recruits 10.3 Key sub topics Meaning of recruitment Recruitment plan Sources of sales force recruits LECTURE ELEVEN: SELECTION 11.1 Overview A carefully planned and systematic recruitment of the sales force is highly essential for the successfully implementation of sales programs. Selection is the process that involves selecting few out of many who applied for the job. In this lecture you will find key issues addressed such as the selection process, advantage and draw backs related to sales force selection Learning Objectives Recall the meaning of selection of the sales force Describe the selection process Discuss the advantage and drawbacks of tests and procedures related to selection Suggest different types of questions to be included during interview 11.3 Key sub topics Concept of selection Selection process 6

8 LECTURE TWELVE: SALES TRAINING DEVELOPMENT AND COACHING 12.1 Overview Training and coaching are vital in management function for successful performance of the sales activities. Training programs includes various factors such as company culture and product. The student will be exposed with importance of sales training, purpose and methods of evaluating training results Learning Objectives Identify the importance of sales training Define the purpose of sales training Explain the contents of good training programs Describe the different methods for evaluating training results 12.3 Key sub-topics Objectives of Sales training Contents of good training programs Methods for evaluating training results LECTURE THIRTEEN: MOTIVATION 13.1 Overview Motivation to sales force is very essential to the success of the organization as it promises efficient on the job. This lecture entails the concept of motivation, theories of motivation and recognition programs Learning Objectives Define the concept of motivation Explain certain motivation theories in the context of selling Explain how and why individual needs differ Describe how to design incentives and recognition programs and their limitation Key sub topics Meaning of Motivation Needs for Motivation Maslow s hierarchy of needs Herzberg s dual Factor 7

9 LECTURE FOURTEEN: COMPENSATION 14.1 Overview When compensation is well it planed motivates the sales force to perform the selling activities in the most productive manner. This includes different methods of compensation plan are discussed, the latter include; namely salary, commissioned only and salary plus commissions Learning Objectives Identify the requirements for a good sales compensation plan Identify types of compensation methods Describe the varieties of fringe benefits Identify the factors affecting compensation plan 14.3 Key sub topics Compensation plans Fringe benefits LECTURE FIFTEEN: LEADERSHIP IN SALES MANAGEMENT 15.1 Overview Leadership concept in sales management is not so different from other discipline. In this lecture you will be exposed to the fact that leadership generates good performance to sales team as it increase personal rewards. You should also examine the characteristics of a good leader and determine leadership styles by situation Learning Objectives Explain the meaning of Leadership Identify the characteristics of a successful leader Determine the appropriate leadership style in a particular situation Discuss what is involved in conducting a sales meeting 15.3 Key sub topics Leadership concept Leadership styles Characteristics of a good sales leader Sales meeting 8

10 LECTURE SIXTEEN: SALES EVALUATION 16.1 Overview Sales evaluation entails the measuring of results from the sales effort. This includes a comparison between sales goals and objectives. This lecture identifies the factors that equip the evaluation process. Also includes the importance of information in this process and the techniques for sale force performance Learning Objectives Explain the meaning of sales force evaluation Demonstrate the sales force evaluation process Analyze the role of information in sales evaluation process Compute quantitative and qualitative measures of performance Discuss criteria used for determining sales performances 16.3 Key sub topics Sales evaluation Sales evaluation process Quantitative performance measure Qualitative performance measure LECTURE SEVENTEEN: MANUFACTURER S SALES FORCE AND NETWORK RELATIONS 17.1 Overview Network relations are essential for sales forces while attaining their activities and entail the building of reputation with final buyers. Manufacturer s salespeople play a major role in their distributive outlets where as it has objectives to sell manufacturer s product at a profit Learning Objectives Explain the concept of manufacturer sales force Integrate the role of manufacturer s sales forces Describe the objectives of manufacture-distributive network cooperation Identify the role of agency in sales management 17.3 Key sub topics Manufacturer sales force Distributive network relations Agency in Sales management 9

11 LECTURE EIGHTEEN: INTERNET AND IT APPLICATION IN SELLING AND SALES MANAGEMENT 18.1 Overview This lecture involves new developments of Information Technology as impacted selling and sales management. This includes applications of Customer relationship Management software and Sales Force Automation. These changes from traditional to modern IT applications are improved as day goes which is a challenge to the selling and sales management Learning Objectives Demonstrate the evolution of Information technology in selling and sales management function Apply the various electronics means in procurement Evaluate of Information technology in Customer relationship management Describe how sales force automation software is used to support the sales function in many organizations Explain the impact of internet on selling and sales management 18.3 Key sub topics Information technology E-procurement Sales Force Automation Customer Relationship Management LECTURE NINETEEN: SALES ETHICS 19.1 Overview Ethical issues in sales management provides a moral outline which guide sales people in their day to day contacts with customers. This lecture includes the concept of sales ethics, its importance and the ethical problem that encounters sales managers and sales personnel Learning Objectives Define the term ethics Identify common sales ethical issues Identify the importance s of ethical issues in sales management 10

12 Demonstrate how to make decision when encountering ethical problems Discuss how to build a sales ethics program 19.3 Key sub topics Ethical issues Sales ethics program Ethical dilemmas LECTURE TWENTY: INTERNATIONAL SELLING 20.1 Overview The last lecture in sales management will help you to understand and how to associate you to comprehend on how sales job is done across borders. Apart from that economic aspects and cultural factors for international selling will be discussed. At international level, strategy formulation, organization, and sales control must include the economic and cultural factors Learning Objectives Explain the key economic aspects relating to international trade Describe cultural factors in international selling Describe the organization for international selling Explain how to formulate sales strategies at the national level Discuss the sales presentation in international selling Identify the salesperson evaluation and control methods 20.3 Key subtopics Economic aspects in international trade Cultural factors in international selling Sales strategies Sales presentation in international selling 11

13 REFERENCES Main reading; Churchill Jr. G.A et al (1997), Sales Force Management, 5 th Ed, Irwin, Chicago Dalrymple D.J et al (2005), Sales Management; Concepts and Cases, 7 th Ed, John Wiley and Sons Inc, New Jersey Jobber D. and Lancaster G. (2003), Selling and Sales Management, 6 th Ed, Prentice Hall, London. Sahul P.K and Raul K.C (2003), Salesmanship and Sales Management, LTD,3 rd ed. VIKAS Publishing House PVT, New Delhi Funtrell C.M, (1996) Fundamentals of Selling; Customers for life 6 th Ed, McGraw-Hill, Boston. McCarthy J.E and Perreanult W.D (2005), Basic Marketing; A global Managerial Approach 15 th Ed McGraw Hill, New York. Reardon J. and Hasty R. (1997), Retail Management, McGraw-Hill, Boston. 12

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