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SDM-P09
PGDM 2009-11: TERM- V
Sales and Distribution Management
Instructor: Prof. Subhasis Ray
Introduction
This course is for those who want to make a career in marketing and those who want to head an organization in the future. Both will require skills in leading great sales teams and building channels to reach target markets. In fact, irrespective of your function in your organization you will come across sales teams. In marketing you have to, of course, manage these functions. In HR, you need to understand, for example, how and why training needs of sales managers are different from others. In finance, you need to understand how to manage the incentive structure of your sales team in relation to the credit given to distributors.
Getting products to reach their final customers is the goal of all businesses. This last link in the business chain takes many forms across industries. Some companies prefer to sell direct to its customers while others create structures and systems. In this course we will look why and how such decisions are taken. Note that a channel to distribute products and a sales team to manage that, is universal to all companies..
The course we will focus on these two separate yet interlinked areas of management, which is, together, also known as ‘
go-to-market’
strategies
of companies.
In sales management, we will talk about how sales teams are created. Briefly touching on the different techniques of selling, we will discuss the training, motivation, incentives for these teams and the occasional conflict that arises. Note that the course is not about selling but how to manage teams that do. It has elements of leadership and team building
In distribution or channel management, we will work upon designing channels and managing them. We will discuss the myriad issues that arise when sales managers start managing their teams and their channels. With the current waves made by organized retailing, we will try to understand the dynamics of this market. New channels like internet and the challenge of integrating them to existing structures will also be discussed. The outline given below is flexible and we will customize it in the course of the programme.
.
DAY-wise course outline
DAY 1:
Introduction- personal selling- setting sales objectives
Reading:
o
The world’s greatest salesman ( to be distributed in class)
DAY 2:
Sales Related Marketing Policies
Case:
Doug Smith ( in class)
Reading:
o
Bonoma Thomas,
Major sales: who really does the buying
, HBR, May 1982
DAY 3:
The sales organization
Case: Adler,
When your star performer cannot manage
, HBR 1997
Reading:
o
Match your sales force structure to your Business Life Cycle, HBR July 2006-
assigned
o
Kimberly Elsbach,
How to
pitch a brilliant idea,
HBR, September 2003
DAY 4:
Sales department relations and distributor relations
Case:
When a new manager stumbles
, HBR, 2003
Reading
o
How Right Should the Customer Be ?, HBR July 2006.
o
The new science of sales force productivity, HBR, September 2006-
assigned
DAY 5:
Sales force recruitment, training and retention
Case:
Old
Hand or new blood
? HBR, July 2006
Reading:
o
How to keep A players productive
, HBR September 2006
o
Psychology of a sales person
HBR, July 2006-
assigned
DAY 6:
Sales force motivation and compensation
Case:
How low
will you go?
Reading:
o
Steinbrink,
How to
pay your sales force
, HBR, 1978-
assigned
o
Understanding what your sales Manager is up against, HBR, July 2006
DAY 7:
Sales budgeting and setting targets
Case:
MICROSOFT in Canada
Reading:
Gonik Jacob
, Tie salesmen’s bonuses to their forecast
, HBR, May 1978
DAY 8
Reading:
o
Hassan, Leading Change from the top line, HBR July 2006- assigned
o
o
The Ultimately Accountable Job: Leading Today’s Sales Organization, HBR July 2006-
DAY 9
Case analysis and submission: to be announced
Reading:
·
The Sales Learning Curve
, HBR July 2006.
DAY 10
Introduction- The distribution game- role of distribution, channel function and flow
Reading: To be announced
Day 11: Channel design
Case: To be announced
Reading:
Nunes,
The Customer
has escaped,
HBR, November 2003.
DAY 12:
Channel dynamics- is outsourcing distribution a good idea?
Case:
Channel or direct: The case of Apple
Reading:
o
Shapiro and Rangan,
Staple yourself to an order
, HBR, 1992
DAY 13:
Channel power, conflict and resolution
Case:
Just in time distribution
Reading:
o
Bucklin, Graham et al,
Channel conflict when is it dangerous
, McKinsay Quarterly, Vol.4, 1997
DAY 14; M
anaging multiple channels: issues with unwanted channels
Case:
In the name of rose
, HBR
Reading:
o
Antia, Bergen and Dutta
, Competing with gray markets
, MIT Sloan management Review, Fall 2004
DAY 15 Organized retailing:
Reading:
o
Slide Show:
Wal-Mart Everything
o
Ghemawat,
The Real Wal-Mart Effect
o
Pricing cues
o
Project presentation
DAY 16: Organized Retailing
Case: Metro in India
Reading
o
Carrefour in China, McKinsey Quarterly
§
Project presentation
DAY 17
Online channels/market making /
Reading:
o
Profiting from the long tail, Sloan Management review
o
Are you ready for e-tailing 2.0, HBR ( to be given in the class)
o
Project presentation
DAY 18
Multichannel conflicts and brand building on the web
Case: lulu.com
Project presentation (schedule to be announced)
DAY 19
supply chain in distribution
Case: Ikea in India: supply chain problems
Reading:
o
Fedrows,
Rapid Fire Fulfillment
, HBR, November 2004
o
Project presentation
DAY20
·
Course Summary &Review
·
Q&A
·
Project presentation
Evaluation components
End Term : 30 points
Case Analysis : 20 points (four cases)
Project: 40 points (report 30, presentation 10)
Class participation: 10 points
Total :
100
points
Group Work and ground rules
The course is highly interactive and discussion based. The students will assign themselves into groups and work on the assignments . Assignments may be in the form of presenting the scheduled reading material or analyzing the case of the day. If you are presenting the reading material focus on a) key learning b) your perspectives and c) Indian scenario.
All
case submissions are due at the beginning of the class
in which the respective cases/papers are scheduled.
Project
:
Each group will write a report based on the project they are assigned and make a submission for evaluation at the end of the term.. The project will involve studying the Sales and distribution systems of two competing companies.
At the end of the term each group will make a presentation on their projects. Time 15 minutes + 5 minutes for Q&A. Max. 10 slides per group
I will ask for written case analysis for some cases. The write up may include identification of problems, analysis, solution/ direction (based on concepts), take-aways.
Everyday groups will be asked to present one or more of the assigned readings or there will be a discussion on the reading assigned.
It will be mutually helpful if you come to the class after reading the assigned cases/papers.
Class participation will be evaluated by your quality of inputs during classroom discussions which will include discussions on the papers/cases assigned.
Texts for the course
·
Sales Management, Cundiff and Govoni
·
Sales Management, Charles Futrell
·
Marketing channels, Coughlan , Ansary
·
Sales Management, Bhaswar Dasgupta
Created By:
Debasis Mohanty
on
08/12/2010
at
12:09 PM
Category
:
PGDM-II
Doctype
:
Document
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