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Sales Force Management

by: Frederick Notetaker

Sales Force Management BA 3750

Frederick Notetaker
GPA 4.0
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About this Document

3 quizes, project, mini cases
Frank Q. Fu





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This 6 page Bundle was uploaded by Frederick Notetaker on Saturday January 9, 2016. The Bundle belongs to BA 3750 at University of Missouri - St. Louis taught by Frank Q. Fu in Spring 2014. Since its upload, it has received 62 views. For similar materials see SALES MANAGEMENT in Business at University of Missouri - St. Louis.


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Date Created: 01/09/16
BA 3750: S ALES  MANAGEMENT SPRING  2014 SYLLABUS SUBJECT TO REVISION M ARKETING D EPARTMENT C OLLEGE OF BUSINESS ADMINISTRATION U NIVERSITY OF MISSOURI – ST. OUIS Instructor: Frank Q. Fu Days: Tuesday & Thursday Office: Tower 1301 Time: 11:00am­12:15 pm Phone: (314) 516­6424 Room: 332 SSB Email: Office Hours: by Appointment Course website: MyGateway                                         Tell me and I will forget. Show me and I may remember.  Involve me and it’s mine forever.  ­ Ancient Chinese Proverb  COURSE OBJECTIVE The general goal of this course is to challenge students so that they can become better business  professionals. After taking the course, student should be able to apply sales management principles  and analytical techniques to real business problems. Further, they will see and experience the  dynamic relationships among marketing managers and sales managers. The course will prepare  students for better strategic decision making and, ultimately, advance their careers in sales  management and related business areas. A combination of lectures, term project, and case analyses  will be used to achieve the course objectives. TEXTBOOK Sales Force Management: Leadership, Innovation, Technology, 11th Ed., Johnston and Marshall,  Routledge, ISBN: 978­0­415­53462­8; other readings will be distributed in class. COURE PREREQUISITES:  BA 3700 and BA 3600. (BA 3600 may be taken concurrently); A minimum campus GPA of 2.0. GRADING POLICY The student's final grade will be determined by:    Percentage Points Marketing Manager Report & Presentation  5% 20 Final Exam  12.5% 50 Quizzes (3) 22.5% 90 Sales Plan Report & Presentation  30% 120 Case Analyses 15% 60 1 Class Participation & Professionalism 15% 60 Total 100% 400 The final letter grades will be strictly based on the following scale.                Grade Points Received 372 – 400 A  A­ 360 – 371   B+ 348 – 359 B 332 – 347  B­ 320 – 331   C+ 308 – 319 C 292 – 307  C­ 280 – 291   D+ 268 – 279 D 256 – 267  D­ 240 – 255 F 239 & Below CLASS POLICIES  Please switch off cell phones, iPads, and other tablet devices when in class. If your phone rings  and disturbs the flow of the class, your “professionalism” points will be deducted accordingly.  Other non­professional classroom behaviors would include regular tardiness, showing up late  for classes, and/or working on unrelated materials.   We will use MyGateway for class communication and I may also send out announcements  through emails. Make sure you have a MyGateway account and your email works.    QUIZZES AND EXAM  The quizzes are closed book, closed notes and multiple­choice. (A one­page “cheat sheet” will  be allowed.)  The exam is closed book, closed notes and multiple­choice. (“Cheat sheets” will be allowed)   Make­up exam will be given only under extraordinary circumstances and only if you can  provide appropriate medical documentation and only if you notify instructor prior to the exam.  Extraordinary circumstances DO NOT include job interviews, conflicting work schedules, etc.  Make­up exam is typically more challenging.   There will be NO make­up quiz, under ANY circumstances.  BONUS POINTS  You may earn extra/bonus points to improve your grades by:  Taking pop quizzes in class (if available).   Working on extra credit assignments (if available).  2  Participating in academic research (if available).  Term Project An interactive term project is required for all students. You, as a team, play the roles of marketing  managers and sales managers. The instructor serves as your CEO.   As marketing managers, you need to envision a new product, develop a brief marketing  plan, and set goals and a budget to commercialize the new product. The marketing managers need to submit a brief report and make a PowerPoint presentation to the class.  As sales managers, you will build, manage, and motivate a sales team in accordance with  your marketing plan. Specifically, you need to determine the sales force structure, write  salesperson job description, and develop important sales management strategies to ensure  the success of this new product. The tasks for sales managers include a project report and a  PowerPoint presentation at the end of the semester.  Details of the project will be discussed in class. Tools and job aids will be provided.  TEAM POLICY  The class will be formed into six teams. Team members then work together on the term  project and other tasks.   Deadline for team formation is Jan. 30, 2014. I will assign you to a team if you are unable  to find a team on your own by this date.   Team members have the option to evaluate each other’s contribution at the end of the  semester. These evaluations will then be used to punish free riders and slackers if necessary. CASE ANALYSES We will discuss multiple cases throughout this semester. These cases will  Help you integrate sales management theory and concepts to real business world situations.   Expose you to a variety of industries, companies, and business practices and challenges.    Provide you opportunities to participate in class discussion and articulate your opinions.  More information regarding case analyses will be provided in class. 3 TENTATIVE SCHEDULE (Subject to Changes upon Notice) Date Topics  Readings Week 1: Jan. 21 & 23 Course overview & Team Formation Week 2: Jan. 28  & 30 Introduction to Sales Management Ch. 1 The Process of Selling and Buying Ch. 2 Week 3: Feb. 4 & 6 Strategies and the Sales Role Ch. 3 Week 4: Feb. 11  & 13 Organizing the Sales Effort Ch. 4 Week 5: Feb. 18 & 20 Marketing Manager Presentation  Evaluating Sales Performance        Ch. 13 Week 6: Feb. 25  & 27 Quiz 1: Feb 25 (11:00­11:40am; Ch. 1­4, Ch. 13) The Strategic Role of Information  Ch. 5   Week 7: Mar.  4 & 6 The Model of Sales Performance   Ch. 6 Week 8: Mar. 11 & 13 Motivating the Sales Force  Ch. 7 Sales Aptitude   Ch. 8 Week 9: Mar. 18 & 20 Quiz 2: March 18 (11:00­11:40am; Ch.5­7) Week 10: Apr. 1 & 3 Sales Force Recruitment and Selection   Ch. 9 Sales Plan Project Progress Review  Week 11: Apr.8 & 10 Sales Training   Ch. 10 Compensation and Incentives   Ch. 11 No class: Apr. 15. Case 1.2 (Effective Law  Week 12: Apr. 15 & 17 Office Solutions, pp. 201, 15 points) due: Apr. 17 Week 13: Apr. 22 & 24 Cost Analysis and Performance Evaluation  Ch. 12 & 13 Week 15: Apr. 29 & May 1 Quiz 3: Apr. 29 (11:00am­11:40am; Ch. 5, 8­13)   Sales Manager Presentation on May 1 Week 16: May. 6 & 8 Sales Manager Presentation on May 6   Final Exam: May 8 (11:00am­12:15pm;Ch.1­13) Case 2.2 (On Time Package Delivery pp. 403, 15  points) and Sales Plan Reports due: May 8 4 5 Mini Case 2 Frederick Eccher P236-237 1 How should Fondren structure its sales force after the merger with Bronson? Why? What are the potential advantages and disadvantages of the structure you chose? Team selling seems appropriate for this case. Fondren should define its strategy by making sure its existing reps are still making profits on all their customers after they’ve been handed over to Bronson support team. The advantages of this structure are more expertise is readily available for the various products Bronson brings to the table and upselling is ensured. The disadvantages is possible loss of clients due to the hand off between the initial contact and the customer support. No one wants to be stuck on the phone for20 minutes before talking to a live person. 2 How should Fondren treat its key accounts? Why? Fondren should take this opportunity to make a key account sales force. By concentrating on the key account the sales manager can get familiar with most of the accounts needs. By devoting more time to these accounts a higher level of customer service is achieved allowing Fondren to upsell more of its products. Also Fondren can select its most experienced and competent salespeople ensuring the most important sales receive the best attention. 3 What selling approach could Fondren take to coordinate its selling endeavors with its customer service and fulfillment operations? Multilevel selling is a variation on team selling allowing specialists and experienced managers to tackle specific product questions.


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