MKT 613 SALES AND RELATIONSHIP MANAGEMENT - COURSE SYLLABUS

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1 MKT 613 SALES AND RELATIONSHIP MANAGEMENT - COURSE SYLLABUS Disclaimer: This syllabus was prepared as a general, generic version to be displayed with course information about this elective. There will no doubt be modifications in it depending on your particular program, scheduling pattern, and section of the class. MKT 613 Professor: Dr. Greg W. Marshall Sales and Relationship Management Phone: (407) Classroom: FAX: (407) Time: Office: Bush Executive Center 302 Office Hours: By appointment COURSE DESCRIPTION FROM CATALOG This course focuses on the core business process of securing, developing, and maintaining long term relationships with profitable customers in the business-to-business market space. Issues of creating, communicating, and delivering value are central to the course. Managing the customer relationship initiative in the firm, whether driven by one-to-one seller-buyer interactions or technology-driven processes, is a central theme. Innovation and leadership on the customer management side of the enterprise are important overarching topics. This course may be counted toward either a MKT or ENT concentration. PURPOSE OF THE SALES AND RELATIONSHIP MANAGEMENT COURSE This course provides students with the knowledge and skills necessary to effectively analyze problems and make decisions related to sales force management and managing the overall customer relationship effort in an organization. Emphasis is placed on identifying the types of decisions necessary and evaluating different approaches for making decisions that lead to a more customer-centric business model. The course is designed to reflect current best practices in managing the sales initiative and customer relationships. Leadership, innovation, and technology are thematic topics. Mastery of the subject matter in this course is highly useful for MBAs to maximize their professional career success within today s business milieu. Partial Key Topic List: What is a customer-centric enterprise? The process of selling and buying in the B2B market Linking strategies and the sales role in the era of CRM Organizing the sales effort The strategic role of information in sales management Performance issues for salespeople: motivation, personal characteristics and aptitude, recruitment and selection, training and development, compensation and evaluation metrics PROFESSOR A brief biographical sketch of Dr. Marshall is attached (Appendix A). INSTRUCTIONAL MATERIALS Sales Force Management, 10th ed., by Johnston and Marshall, published by McGraw-Hill/Irwin. Other articles and materials will be provided by the professor as applicable. 1

2 BLACKBOARD I will be utilizing the Rollins Blackboard to help manage the course. You will be able to get relevant information simply by logging into the blackboard site. Please turn all assignments in through the Blackboard except for your team industry analysis project and accompanying PowerPoints, which should be turned in both on Blackboard and in hard copy. IMPORTANT: (1) Please don t simultaneously assignments to me that you have placed into the Blackboard; (2) also, there s no need to provide a hard copy of assignments turned in on Blackboard except as noted above. TEACHING APPROACH This course is conducted in a seminar style, meaning that classes will normally include a combination of instructor-led discussions and in-class activities and exercises. Because the assigned textbook may be viewed as an important springboard for further discussion, classroom presentations will not be a mere rehash of the text material but will instead use it as a platform on which to build a deeper dialogue. This type of course requires that each week, every student come to class fully prepared to discuss the material that is relevant for that class period. In order to succeed in this course format, each student must be willing to contribute his/her ideas to the class discussion. I may call on you in class for feedback, so it is very important that you be prepared for the day s assignments. Below are outlined the various deliverables within the course. Participation and Contribution to Discussion Your own contribution to the classroom discussion based on your own knowledge and your experiences is a critical part of the success of the course for everyone. Note that 50 points depend on your performance in this facet of the course. This is often enough to make a difference in final course grades. I expect relevant, informed, interesting, and insightful comments from individuals in the class. This includes during full class discussion as well as during team breakout sessions. In all situations, be absolutely clear that quality of contribution rather than merely quantity of "talk time" is a key to your success. Be respectful of other students and avoid exhibiting dominating, one-way, and "shot from the hip" approaches to class discussion. It is your responsibility to attend class. Attendance directly factors into this category since, obviously, you cannot participate if you are not in class. Much of the learning in this course comes from our in-class interactions and activities. This is not a distance-learning course or a self-study course. In this course there is no viable way to make up missed in-class learning opportunities. Individual Cases You will prepare several cases in executive summary format throughout the semester to allow for consideration of a number of important topical issues in sales and relationship management. Basic guidelines for preparing these appear in Appendix B of this syllabus we will discuss the effective case process in more detail. Specific cases to be assigned will be provided under separate cover. It is of particular importance to note that the cases are to be prepared individually by each student. Students are not to collaborate or work together in preparing these case studies. These are due into Blackboard at the beginning of the class period. Application Papers This facet of the course provides the opportunity for you to inject even more of your own learning and experience directly into the mix. I think you will enjoy this opportunity to apply your ideas to specific issues. It is of particular importance to note that the Application Papers are to be prepared individually by each student. Students are not to collaborate or work together in preparing these case studies. These are due into Blackboard at the beginning of the class period. 2

3 In-Class Mini-Cases We will explore some topics through sales and relationship management mini-cases. These mini-cases are an in-class team activity. Each will come with its own instructions for approaching the issues. The specific deliverable will be explained at the time of the assignment. I may ask you to do a short extemporaneous presentation related to the mini-case. In order to be able to work on these you must be up-to-date with the assigned readings on the day each is to be accomplished. Take-Home Final Exam We will have a take-home final exam. This will be application oriented to allow you to demonstrate how well you can integrate what you have learned about sales and relationship management and apply it to managerially relevant situations. It will be given to you in Week 11 and due in Week 12, at which time we will discuss your findings. It is of particular importance to note that the cases are to be prepared individually by each student. Students are not to collaborate or work together in preparing these case studies. These are due into Blackboard at the beginning of the class period. EVALUATION OF STUDENT ACHIEVEMENT OR PROFICIENCY A total of 500 points will be available for the student. These may be earned as follows: Participation and contribution to discussion 50 Individual cases 75 points each) 150 Application papers (individual) 25 points each) 100 In-class mini-cases (team) 25 points each) 100 Take-home final exam 100 points each) 100 TOTAL 500 Grade Computation Obviously, your grade in this course is based on a combination of individual and team related work. You must perform at a high level in both areas to receive an A. On team industry analyses and in-class mini-cases there will be an overall team score for each project. Then, at the end of the course you will complete a peer/self-evaluation of the team aspect of the course. Based on the results of this evaluation, as well as my own assessment, any team member s course grade will be adjusted if necessary. For example, if all members of the team participate fully in the team projects, then each grade will not be adjusted. However, if a team member does not participate fully in the team projects, then his/her grade will be adjusted accordingly. Grades are reported as follows: A: indicates consistently excellent work B: indicates work of the quality normally expected of a graduate student C: indicates work that is below the quality expected of a graduate student F: indicates work that is unacceptable from a graduate student I: Incomplete indicates that the student and instructor have agreed that outstanding work will be completed and the grade changed to A, B, C or F by the mid-term point of the following term. 3

4 Grades A, B, and C will be modified by a plus or minus based on the scale below: A 93 to 100% B 83 to 87% A- 90 to 92% B- 80 to 82% B+ 88 to 89% C Follows the same ranges as for B Advice on MBA Attitude toward Grades It is pointless and ultimately self-defeating to fixate on grades in an MBA program. Graduate education is different from undergraduate education in many ways. Students who carry a grade fixation overboard in graduate school often risk damaging their relationship with their professors, with the school, and with their peers. Your job here at Crummer is to do your best and to focus on the learning opportunity your course of study affords you to become a more effective leader and manager. Peer Evaluations It is expected that every member of a team will participate fully and appropriately in the research, analysis, preparation, and delivery of team assignments. As mentioned above, you will complete a peer/self-evaluation for team assignments. I pay a lot of attention to these in assigning final grades for the course. Late Assignment Policy Overall, please exhibit good planning and time management skills throughout the semester. I am not receptive to receiving assignments late. Except for the team industry analysis papers (which you will turn in both on Blackboard and in hard copy), you will be turning in all assignments on the Blackboard only, which logs in day and time of posting. Specific due dates and times are indicated under the different assignment sections above. MBA STUDENT CODE OF ACADEMIC HONESTY Please refer to this document on the Crummer Web site. I will adhere to it in total. STUDENTS WITH DISABILITIES Rollins College is committed to equal access and does not discriminate unlawfully against persons with disabilities in its policies, procedures, programs or employment processes. The College recognizes its obligations under the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990 to provide an environment that does not discriminate against persons with disabilities. If you are a person with a disability on this campus and anticipate needing any type of academic accommodations in order to participate in your classes, please make timely arrangements by disclosing this disability in writing to the Disability Services Office at (box 2613) - Thomas P. Johnson Student Resource Center, 1000 Holt Ave., Winter Park, FL, Appointments can be scheduled by calling or 4

5 AGENDA WEEK CHAPTER ASSIGNMENT OTHER 1 1 Introduction to Sales Management in the Introduction to the course 21 st Century 2 2 The Process of Buying and Selling In-Class Mini-Case #1 3 3 Linking Strategies and the Sales Role in the Application Paper #1 due Era of Customer Relationship Management 4 4 Organizing the Sales Effort In-Class Mini-Case #2 5 5 The Strategic Role of Information in Application Paper #2 due Sales Management 6 6 Salesperson Performance: Behavior, Role Individual Case #1 due: Perceptions, and Satisfaction 1.1 Valley Winery 7 Salesperson Performance: Motivating the Sales Force 7 8 Personal Characteristics and Sales Aptitude: In-Class Mini-Case #3 Criteria for Selecting Salespeople 8 9 Sales Force Recruitment and Selection Application Paper #3 due 9 10 Sales Training: Objectives, Techniques, In-Class Mini-Case #4 and Evaluation Salesperson Compensation and Incentives Application Paper #4 due Cost Analysis Individual Case #2 due: 13 Evaluating Salesperson Performance 2.1 California Credit Life Insurance Group Distribute Take-Home Final 12 Final Exam due discuss it 5

6 APPENDIX A Biographical Sketch Dr. Greg W. Marshall Greg W. Marshall (Ph.D., Oklahoma State University; BSBA and MBA, University of Tulsa) is the Charles Harwood Professor of Marketing and Strategy in the Crummer Graduate School of Business at Rollins College. From he also served as Vice President for Strategic Marketing for Rollins. He was previously on the faculty at Oklahoma State University (also serving as Director of the Executive MBA Program there), the University of South Florida, and Texas Christian University. Dr. Marshall s managerial industry experience includes thirteen years with companies such as Warner Lambert, Mennen, and Target Corporation. He also has considerable experience as a consultant and trainer for a variety of organizations. Dr. Marshall has been heavily involved in teaching in MBA and Executive MBA programs, as well as at the Ph.D. level. His primary teaching focus at all these levels is on strategy-related courses such as Strategic Marketing, Introduction to Strategy, and others. In 2002 he received the Outstanding Marketing Teachers Award from the Academy of Marketing Science based on his work over the years in MBA education. While at OSU, he received the Chandler-Frates Teaching Award, in which the MBA students recognize the top professor in their program. And in 2005 he received the Cornell Distinguished Faculty Award in the Crummer School at Rollins College. He is Editor of the Journal of Marketing Theory and Practice and from was Editor of the Journal of Personal Selling & Sales Management. Dr. Marshall serves on the editorial review boards of the Journal of the Academy of Marketing Science, Industrial Marketing Management, and Journal of Business Research, among others. He is co-author of Marketing Management 1 st ed. (McGraw-Hill, 2010), Essentials of Marketing Management 1 st ed. (McGraw-Hill, 2012), Sales Force Management 10 th ed. (McGraw-Hill, 2012) and Relationship Selling 3 rd ed. (McGraw-Hill, 2010). He is also co-author of Marketing: Real People, Real Choices 7 th ed. (Prentice Hall, 2009). Dr. Marshall has published over 40 refereed journal articles. His research centers on the following areas: sales force selection, performance, and evaluation; decision making by marketing managers; and intraorganizational relationships. Dr. Marshall is Past President of the American Marketing Association Academic Division, which represents over 2,000 marketing faculty worldwide and also was a founder and served for five years on its Strategic Planning Group. He is a Fellow and Past-President of the Society for Marketing Advances, and is a Distinguished Fellow and President of the Academy of Marketing Science. 6

7 APPENDIX B General Instructions for Case Write-ups Executive Summary Style MKT 613 Sales and Relationship Management Purpose The purpose of considering the cases is to have the opportunity to survey and discuss a variety of problems and issues in sales and relationship management. Template for Analysis Your analysis should be in an executive summary format. Use bullet points wherever you think that format adds value. It should be no longer than three pages, typed, and single-spaced on bulleted areas and 1.5-spaced on paragraph areas. We will be discussing the cases in class the day they are due, so you can add much via your discussion in terms of additional ideas that might augment your paper. Follow these general headings in the paper: (1) Brief summary of current situation (do not rehash the entire case) provide your take (2) Identification of key problem(s) or issue(s) that need addressing, with supporting evidence as to why you believe these deserve attention (3) Options you suggest for addressing the problem(s)/issue(s) provide a top-line analysis of each including pros/cons or advantages/disadvantages (4) Your recommended action plan, including implementation How to be Graded Each of these papers is worth 75 points. I will be looking for nicely developed ideas, logic and completeness of thought, how the paper ties together to make sense, and of course good professional formatting and writing style. Especially, make your best effort to tie the paper to specific topics from the readings and class discussion. As mentioned earlier, you should plan to use the class discussion about the cases to augment your ideas provided within the paper. 7

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