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SFM-H16
MBA (HRM) 2016-18 : Term-VI

Sales Force Management

COURSE OUTLINE
Credits3
Faculty NameProf. Jeevan J. Arakal
ProgramMBA (HRM)-II Class 2018-18
Academic Year and Term2016-17, Term-VI


1. Course Description
An effective sales force is a critical component of any customer facing organisation. A sales force is a complex system, some even calling it organism like – making it a challenge to create, lead and develop. Appropriate responses have to be crafted to continuous changes within organizations, markets and the overall operating environment. Relevant processes have to be developed to improve the sales force which in turn will have large implications on organizational profitability. This course seeks to sharpen the skills of human resource management professionals in understanding, nurturing and managing this vital organisational function and its people.

2. Student Learning Outcomes

After going through this course, students would be able to develop following skill-sets and knowledge base:

· To understand the links between organizational goals and the role of a sales force
· To understand the process of sizing and structuring a sales force within an organization
· To appreciate the role of incentives and control mechanisms in the creation of a high performance sales force
· To examine mechanisms that leverage information to make continuous improvements in the sales force

3. References

· Kapoor, R. (2005). Fundamentals of Sales Management. Delhi: Macmillan India
· Still, R. R., Cundiff, E. W., & Govoni, N. A. P. (1988). Sales Management: Decisions, Strategies and Cases. (5th edition). New Delhi: Prentice-Hall of India
· Panda, T. K. & Sahadev, S. S. (2014). Sales and Distribution Management. New Delhi: Oxford University Press
· Havaldar, K. K. & Cavale, V. M. (2011). Sales and Distribution Management: Text and Cases. New Delhi: Tata-McGraw-Hill

4. Tentative Session Plan

Session No.
Topic(s)
Session Plan & Coverage
1
An Effective Sales Force – Dimensions & Drivers – I
· Course Introduction
· 5 dimensions of an effective sale force
· An effective sales force- what are the chain of outcomes?
2
An Effective Sales Force – Dimensions & Drivers – I
· Two types of sales effectiveness opportunities
3
Structuring the Sales Force – Issues & Challenges
· Sales Force Structure – The generalist vs specialist debate
· Sales Force Structure – The effect of the business cycle
4
Setting the Sales Force Size – I
· Matching sales force size to the business cycle
· The dynamics of sales force sizing
5
Setting the Sales Force Size – II
· Testing processes for deciding the sales force size
· When do you down size a sales force?
6
Case1–Spectrum Brands Worldwide: A Sales Force Dilemma- Session I
· Case Discussion
· Connecting with issues discussed in session(s) 1 – 5
7
Case1–Spectrum Brands Worldwide: A Sales Force Dilemma- Session II
· Continuation of Case Discussion
· Linking case to theory – Post case reading discussion
8
Article Discussion I – “ Match Your Sales Structure to Your Business Cycle “- Andris A Zoltners, Prabhakant Sinha, Sally E Lorimer , Harvard Business Review – August, 2006
· Article discussion
· Questions & answers
· Feedback
9
Designing Optimal Sales Territories – I
· The 3Es of optimal sales territory design
· Targeting problems & sales territory design
10
Designing Optimal Sales Territories – II
· Methodologies in sales territory design
11
Sales Force Recruitment – Getting and Retaining Talent – I
· What is the right profile for a sales person?
· The role of prior experience :a conundrum
12
Sales Force Recruitment – Getting and Retaining Talent – II
· Self-development, training and mentoring of sales persons
13
Case II – Kramer Pharmaceuticals, Inc
· Case Discussion
· Connecting with issues discussed in session(s) 9 -12
14
Sales Force Incentives , Motivation & Control – I
· Steps in setting sales incentives
· Checks and counter balances in incentive structures
15
Case III- Sales Performance Management at KRC Tyres
· Case discussion
· Connection with issues discussed in session(s) 11- 14
16
Sales Force Incentives , Motivation & Control – II
· Testing new incentive plans- derisking the future
· Setting realistic goals for the sales force
17
Article Discussion II- “ Understanding What Your Sales Manager is Up Against” – Barry Trailer & Jim Dickie, Harvard Business Review, August 2006
· Article discussion
· Questions & answers
· Feedback
18
Case IV – World Wide Equipment China: The Sales Performance Dilemma
· Case discussion
· Connection with issues discussed in session(s) 14- 17
19
Project Presentations – I
· Student presentations
· Questions & answers
· Feedback
20
Project Presentation – II & Course Wrap Up
· Student presentations
· Questions & answers
· Feedback
· Course wrap up

5. Evaluation

Sr. No
Component
Weightage (%)
1
Class Participation
20
2
Quiz
10
3
Project Presentation
10
4
Project Report
20
5
End- Term Examination
40

6. Academic Integrity

Students have to show highest level of academic integrity in writing their assignments, giving presentations, and answering to the exercises, including their end-term examination. Punctuality in classes is the top most priority for the facilitator offering this course.

Created By: Bijoy Kar on 03/06/2017 at 05:07 PM
Category: Course Outlines-HRM-II Doctype: Document

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