UNIVERSIDAD DE ESPECIALIDADES ESPÍRITU SANTO
FACULTAD DE ESTUDIOS INTERNACIONALES
SYLLABUS
ENGLISH VERSION
FOR DAC 11 VER 19 05 08
SUBJECT: Sales force Management
FACULTY: Enrique Guzmán Lanata
CONTACT HOURS: 48
YEAR: 2011
DAYS: Mon - Thurs
ROOM G-221
CODE: UMKT 470
CREDITS: 3
NON-CONTACT HOURS 96
PERIOD:
SCHEDULE: 5:00 pm to 6:40
pm
SYLLABUS DATE February,
2011
1. COURSE DESCRIPTION
This course is designed to introduce students to the complete terminology, concepts, and
practices of contemporary sales management as applied in a variety of business and nonbusiness settings. This course will provide the foundation and important overview
students will need for further study and experience interacting in the sales setting.
Participating in, or leading a sales force ability has been acknowledged as one of the most
important abilities for success in these days. Competence in the world of sales and
marketing management, advertising, planning, research, analysis and results is in fact a
demonstration of individual abilities: knowledge, diction, analytical ability, comprehension,
concentration, strategic thinking and both intellectual and emotional intelligence. Starting
from sales executive to sales manager, the most important role is to get more sale of
product or services ( as a mater of fact; AT THE END OF THE DAY EVERYBODY IS A
SALES MAN) Marketers establish relations with other organizations, groups, and
individuals, this requires an ample knowledge and experience in management,
communication activities, development of strategies and action plans based on them,
preparing reports, doing research, bringing new ideas, and facing all competitors.
2. JUSTIFICATION
In today’s’ businesses, sales is one of the most important activities, because it is one of
the few functions that provide positive cash flow for the organization. To lead adequately
a sales force will surely have a big impact in the overall results of any organization.
3. OBJECTIVES
A. GENERAL
This course aims at developing skills in personal selling and the management of
a sales force. Emphasis will be made in developing selling and marketing
abilities through practical group work
B. SPECIFIC
 Appreciate the importance of sales in marketing and management in the
organization.
 Develop an understanding of marketing/built attraction concepts, principles,
theories and problems


Develop the abilities required to sell professionally and effectively
Understand requirements needed to lead a sales force.
4. COMPETENCIES
 Develop comprehension, emotional intelligence and team work abilities.
 To understand the difficulties of leading a sales force.
 To plan and implement a selling experience in the university.
 Identification of current issues about sales and managing a sales force.
5. COURSE CONTENT OUTLINE
DATES &
SESSIONS
SPECIFIC
COMPETENCIES
CONTENTS
NON-CONTACT HOURS
14/March/2011 The student
recognizes class
functioning.
Syllabi analysis, Class
Description. Paradigm
discussions.
15/March/2011 The student identifies
the relation of
personal selling and
the marketing mix
The field of Sales Force
Management.
Personal selling and
marketing mix. Nature of sales
jobs. Sales jobs VS other jobs
Nature of Sales Management.
Challenges in Sales force
management. Personal selling
process
Strategic Sales Force
management. Marketing
concept and marketing
management.
ASSESSMENT
Read Chap. 1 (pp 7-14)
Explains broadly in
what consists
every type of sales
job.
Read Chap. 1 (pp 16-73)
Illustrates the
process to sell.
Read chap. 2 (pp 38-43)
Relates Marketing
Management with
sales activities.
Strategic Planning Trends.
Sales and Marketing Trends
Read Chap. 2 (pp 44-52)
Shows the
actualized trends
in sales.
Sales Force Organization.
Nature of Sales organizations
Read Chap 4 (pp 83-85)
States some ways
to create a group
of salespeople.
Basic Types of Organizations
Read Chap 4 (pp 86-94)
Student identifies the
different types of
organizations and
24/March/2011
Strategic Account
how to manage every Management.
customer separately
Shows the
differences among
Sales
Organizations.
Read chap 4 (pp 94-107)
Explains the
importance of
customer
management
28/March/2011 Analyzes the staffing
process .
Profiling and Recruiting
Salespeople. Selection and
Strategic Planning. Scope of
Sales Force Staffing process.
Class Discussion. Case
development
Read Chap. 5 (pp 120177
Illustrates the
process to select
candidates.
Sales training program. Who
should be trained?. Who
shoud do the training?. Where
should it take place. Content
of the program.
Read Chap. 5 (pp 189212)
16/March/2011 The student identifies
selling opportunities .
17/March/2011 Recognizes the
strategies to plan
sales directing
people.
21/March/2011
Identifies the new
trends in sales
22/March/2011
Recognizes how to
organize sales in
companies
23/March/2011
29/March/2011
30/March/2011 Analyzes what to do
in order to train
salespeople
Analyzes
situations related
to previous
information given
in class
Guides the
students to know
who to train in a
company.
31/March/2011
Understand the
importance of
motivation.
Motivating a Salesforce.
methods
Expectancy theory.
Salesperson Characterisitcs.
Read Chap 8 (223-232)
Explains
To motivate
Salespeople.
4/April/2011
5/April/2011
MIDTERM
Combines different
strategies to motivate
people.
MIDTERM
Selecting effective
combinations of
motivational tools.
Financial rewards,
Nonfinancial rewards,
sales meetings
MIDTERM
Read Chap. 8 (pp 233-241)
MIDTERM
States the
difference
between financial
and non financial
rewards
6/April/2011
Identifies the
importance of
compensation.
Salesforce compensation.
Compensation and
Strategic Planning.
Read Chap. 9 (pp 251-259)
7/April/2011
Makes a
compensation plan.
Designing a sales
compensation plan. Basic
types of plans. Introduce
the plan to the salesforce
Read Chap. 9 (pp 259-271)
Shows the
advantages of
Compensation
plans.
Explains different
compensation
plans.
11/April/2011
Analyzes the role of
leadership
Leadership of a sales force.
Leadership characteristics and
skills. Leadership Style.
Tools and techniques of
leadership. Problems
encountered in leadership.
Sales forecasting. Factors
influencing the forecasts.
Read Chap. 11 (pp 311322)
Sales forecasting methods.
Principles of forecasting.
Read chap. 12 (pp 352355)
Determines the
amount of money
necessary for sales
activities
19/April/2011 Analyzes the
mechanisms of the
sales evaluation
process.
20/April/2011 Case development.
Developing budgets.
Determining sales budgets.
Sales territories
Read Chap 12 (355-361)
13 (373-385)
21/April/2011 FINAL EXAM
FINAL EXAM
12/April/2011 Thinks of possible
solutions to problems
in leadership.
13/April/2011 Identifies the
importance of sales
forecasts.
14/April/2011 Analyzes the methods
for forecasting sales.
18/April/2011
Evaluating Sales performance.
The Evaluation process.
Bases for analyzing sales
volume.
Integrating class analysis
Read chap 11 (pp 305310)
Read Chap. 12 (pp 343345)
Read (pp 404-412)
FINAL EXAM
Illustrates the
actions that
leaders perform.
Guides students to
solve leadership
problems.
Explains the
importance of a
forecast.
Illustrates some
methods to
forecast
Explains what a
budget is and the
importance of
having it.
Shows the steps to
analyze the results
of salespeople.
Applies some
theories in real
situations.
FINAL EXAM
6. METHODOLOGY
1. It is your responsibility to know what is in this syllabus, to know what is communicated to the class by
email, to know what is in assigned readings whether or not they are discussed in class, and to know
what was discussed in all class sessions whether you attended them or not. If you are absent or
inattentive, it is your responsibility to ask a classmate what you missed before attending the next class
meeting. If you do not understand something, it is your responsibility to ask for clarification.
2. This course follows the UEES attendance policy; therefore, it is possible to pass the course with a
maximum of six absences but the seventh absence results in failure of the course. Partial absences,
including late arrivals, early departures, and leaving during class will count toward the six permitted
absences.
3. Late arrivals, early departures, inattentiveness, class disruptions, and all other full or partial absences
will decrease points earned for class participation. Please do not talk in class when it is not your turn to
speak. I will automatically consider this inattentiveness and a disruption to the class. If you must
4.
5.
6.
7.
8.
communicate with another person during class related to the topic of class discussion or due to a rare
emergency, please write the person a note to avoid making noise.
Students are expected to respect the thoughts, ideas, opinions, and contributions of others and to be
actively involved in all classes. Students should express disagreement respectfully.
Cell phones must be silent during all class sessions. Only emergency use of a cell phone is permitted
during a class session. Cell phone use during class can result in lost class participation points. During
examinations, cell phones always must be silent and out of view of all students.
Any late work will receive reduced points or a zero depending on the situation. Work not submitted by
the end of the last class period will receive a zero.
If an examination or the project presentation must be missed, the student must make arrangements
promptly for substitute work. The professor reserves the right not to offer a substitute. A substitute must
be arranged by mutual agreement between the professor and the student and must be completed no
later than the end of the last class period. Because substitute work detracts from normal class activities
and/or creates unnecessary extra work for the professor, substitute work will be more demanding and/or
will offer reduced points compared to work completed according to the class schedule. A substitute
examination will never be the same as the scheduled examination.
This course is to benefit the students, not the professor. If you are not getting what you need and want
from this course, please let the professor know improvements you would like.
7.- EVALUATION
The student will be assessed through daily participation and evaluation by written work,
testing and expositions By the end of the period, the student will be able to meet the objectives
of the course and apply the information in personal or entrepreneurial projects.
7.1 Assessment Criteria
Students will be graded according to their performance in the different
indicators, being the most important:
Two in-class examinations ( mid term exam and the final exam)
Quizzes any time considered important.
Planned presentations of different topics.
Completion of assigned homework.
Final Project implementing everything learned during the course.
Class Participation.
7.2 Performance Markers
1. Identifies the structures and opportunities of business ownership
2. Explains the dynamics of competing within a domestic and global market
3. Illustrates the use of technology in the business environment
4. Determines the appropriate use of financial information in order to sustain
Profitability
5. Discusses the issues related to human and financial resources
7.3 Weight.
First Partial : Exam, 50% . Homework 10%, quizzes 20%, presentations 10%, First part of the project 10%.
TOTAL: 100 points.
Second Partial: Exam 50% ,homework 10%, quizzes 20%, presentations 10%, Second part of the project
10%. TOTAL: 100 points.
8. BIBLIOGRAPHY
1. Management of a Sales Force. Spiro, Stanton and Rich. Mc.Graw Hill, Eleventh Edition.
2.Manning, Gerald; Reece, Barry “Selling Today: Creating Customer Value” Pearson Education; 2004.
9. FACULTY INFORMATION
NAME: Enrique Guzmán Lanata
.
ACADEMIC CREDENTIALS--UNDERGRAD: Ingeniero en Ciencias Empresariales,
Especialización Negocios Internacionales (UEES).
GRADUATE: MBA – UEES, Diploma (Marketing Administration), Universidad Católica.
E – MAIL: [email protected]
10.
Prepared by: Enrique Guzmán Lanata
Reviewed by: Dean Monica Reynoso
Date: Feb, 2011
Date: Feb, 2011
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UNIVERSIDAD DE ESPECIALIDADES ESPÍRITU SANTO