BUML4220 SALES FORCE MANAGEMENT Ÿ COURSE SYLLABUS Ÿ SPRING 2015 Dale Anne Davidson Davidson.399@osu.edu Office hours: by appointment University attendance policy first week of class: Fisher College of Business strongly enforces University attendance policies. As per University rule 3335-­‐8-­‐33, any student may be dis-­‐enrolled from a course for failure to attend by the first Friday of the term, or by the 3rd instructional day of the term, or by the second class meeting, whichever occurs first. http://trustees.osu.edu/rules/university-­‐rules/rules8/ru8-­‐33.html Syllabus may be revised to accommodate changes in class enrollment. REQUIRED COURSE MATERIALS 1. CONTEMPORARY SELLING, Building Relationships, Creating Value, 4th Edition; Mark W. Johnston and Greg W. Marshall; Published 2013; Paperback ISBN 978-­‐0-­‐415-­‐52350-­‐9 2. Purchase course packet direct from Harvard Business Publishing: https://cb.hbsp.harvard.edu/cbmp/access/35680902 3. Recommended, but not required; SALES EATS FIRST; Noel Capon and Gary S. Turbridy, Published 2013; Wessex, Inc.; ISBN 978-­‐0-­‐9833300-­‐2-­‐8 (also available as iBooks.) 4. Do NOT delay in purchasing textbook and course packet. Reading materials are required for quizzes and class participation. First quiz opens Friday, March 13. COURSE DESCRIPTION The new model for great sales organizations focuses on providing added value. What is it and how do you cultivate it in a sales organization? BUSML4220 examines in-­‐depth, several corporations to discover how they’ve become world-­‐
class sales organizations. Students will: • Learn and discuss five key areas in which sales organizations of truly customer-­‐motivated companies excel. • Participate in small group discussions and case evaluations that incorporate current sales management models. • Understand the type of leadership that will ultimately determine the difference between good and world-­‐class sales organizations. Sales Management COURSE SYLLABUS, REV. 3-­‐1-­‐15 1 BUML4220 SALES FORCE MANAGEMENT Ÿ COURSE SYLLABUS Ÿ SPRING 2015 COURSE KNOWLEDGE GOALS Sales management is one of the most dynamic aspects of today’s business strategy and by the end of this course you should be able to discuss and be familiar with: 1. The formulation of a sales program including the strategic role of information in forecasting, territory management, and customer knowledge; importance of customer relationship management (CRM) and its link to sales management. 2. Models to strategically structure the sales force to create added value. 3. Implementation of a sales program to determine sales performance with special focus on a salesperson’s role perception and motivation. 4. Evaluation and control of the sales program to monitor and control sales force behavior and performance. CLASS PARTICIPATION/ATTENDANCE Individual class participation and attendance is critical to success in this class. The sales arena is engaging, interactive, and dynamic and will be treated as such in class with the use of case discussions, group problem solving, and in-­‐class exercises. In order to derive the maximum benefit from class, in-­‐class participation is required and graded. Note: simply attending class is not sufficient basis for class participation. (Refer to class participation rubric and case participation rubric available on Carmen content.) Reading assignments need to be completed before the beginning of each class to actively engage in classroom activities and to complete quizzes successfully. A complete list of reading assignments and quiz dates is listed under course schedule of the course syllabus. BEST PRACTICES 1. Electronics FREE classroom – use of electronics (phones, tablets, laptops) will not be tolerated during class discussions/lectures and will impact the personal participation grade. a. EXCEPTION: electronics may be used to access eBook or course packet needed for group exercises during class. 2. Punctuality to class is expected. Tardiness and early departure will affect participation grades. 3. Reading assignment for each class needs to be brought to class to be used during in-­‐
class assignments utilizing the textbook or course packet. 4. Quiz deadline will only be extended due to severe illness documented by a physician’s excuse. 5. If class absence is unavoidable, it is recommended to obtain a copy of lecture notes from a classmate. Sales Management COURSE SYLLABUS, REV. 3-­‐1-­‐15 2 BUML4220 SALES FORCE MANAGEMENT Ÿ COURSE SYLLABUS Ÿ SPRING 2015 CARMEN ON-­‐LINE QUIZZES Online quizzes, via Carmen, will include material from Contemporary Selling textbook, case packet, and class discussions. Quizzes will focus on current readings but could include any preceding reading assignments and class discussions. Weekly quizzes will be posted by: •
Friday, Noon and closed Sunday, 11:59 PM Quizzes have a time limit based on total number of questions. Reference materials may be used during the quiz. Make up quizzes are not available. GROUP ASSIGNMENTS Based on final class enrollment, each group will contain 5-­‐6 students for the 5:30 PM section and 4-­‐5 students for the 7:05 PM section. Students may choose their own group on the first day of class. Groups will participate in in-­‐class problem solving and in-­‐class case participation discussions. Groups will sit together during the entire term. Mandatory attendance is required on case discussion dates (April 21 and 23) and valued at 30% of total grade. EVALUATION Course grade is based on the following weights: 1. On-­‐line quizzes 2. Individual in-­‐class participation 40% (six quizzes) 30% (Grade comprised of individual value added during class and in-­‐class group exercises.) 3. Participation during case competition 30% (Includes in-­‐class case analysis of questions assigned at beginning of two, case sessions, April 21 and 23.) NO FINAL EXAM Chapter and case quizzes, group work, and in-­‐class exercises in lieu of a final exam. Sales Management COURSE SYLLABUS, REV. 3-­‐1-­‐15 3 BUML4220 SALES FORCE MANAGEMENT Ÿ COURSE SYLLABUS Ÿ SPRING 2015 OSU Standard Grade Scheme to be used: Grade Start % Grade Start % Grade Start % A 93 B-­‐ 80 D+ 67 A-­‐ 90 C+ 77 D 60 B+ 87 C 73 D-­‐ 60 B 83 C-­‐ 70 E 0 COURSE SCHEDULE WEEK DATE TOPIC 1 TH 3-­‐5 1. Class introduction to include review of course objectives, syllabus, and classroom etiquette 2. Review rubrics for individual and case participation 3. Group sign-­‐up 2 TU 3-­‐10 1. Readings due (bring material to class) a. CH 2 – Understanding Sellers and Buyers (Contemporary Selling) b. Aspects of Sales Management: An Introduction (course packet) 2 TH 3-­‐12 1. CLASS DOES NOT MEET, in lieu of class meeting complete the following tutorial: a. Case Analysis Coach (online tutorial, link available in course packet) 2 FR 3-­‐13 1. Quiz #1 a. CH 2 b. Aspects of Sales Management: An Introduction c. Class discussion d. Case Analysis Coach 3 TU 3-­‐17 and TH 3-­‐
19 1. SPRING BREAK – NO CLASS Sales Management COURSE SYLLABUS, REV. 3-­‐1-­‐15 4 BUML4220 SALES FORCE MANAGEMENT Ÿ COURSE SYLLABUS Ÿ SPRING 2015 WEEK DATE TOPIC 4 TU 3-­‐24 1. Readings due (bring material to class) a. CH 5 – CRM and Sales Technologies (Contemporary Selling) b. All Pain, No Gain? Why Adopting Sales Force Automation Tools is Insufficient for Performance Improvement (course packet) 4 TH 3-­‐26 1. Readings due (bring material to class) a. CH 10 – Salesperson Self-­‐Management (Contemporary Selling) b. Sales Force Structure (lecture, material not included in reading material) 4 FR 3-­‐27 1. Quiz #2 a. CH 10 b. Sales force structure lecture 5 TU 3-­‐31 1. Readings due (bring material to class) a. CH 13 – Compensating and Evaluating Salespeople (Contemporary Selling) b. A Radical Prescription for Sales (course packet) 5 TH 4-­‐2 1. CLASS DOES NOT MEET, in lieu of class meeting complete the following: a. Read mini-­‐case 12.1 (page 319, Contemporary Selling) and answer questions 1 through 3. Bring work to class on 4-­‐7. b. Read mini-­‐case 12.2 (page 321, Contemporary Selling) and answer questions 1 through 6. Bring work to class on 4-­‐7. 5 FR 4-­‐3 1. Quiz #3 a. CH 13 b. A Radical Prescription for Sales c. Class discussion 6 TU 4-­‐7 1. Readings due (bring material to class) a. Bring answers to mini-­‐cases to class b. CH 12 – Recruiting, Selecting, and Training Sales People (Contemporary Selling) 6 TH 4-­‐9 1. Readings due (bring material to class) a. CH 11, Salesperson Performance: Behavior, Motivation, and Role Perceptions (Contemporary Selling) b. Motivating Salespeople: What Really Works? (course packet) Sales Management COURSE SYLLABUS, REV. 3-­‐1-­‐15 5 BUML4220 SALES FORCE MANAGEMENT Ÿ COURSE SYLLABUS Ÿ SPRING 2015 WEEK DATE TOPIC 6 FR 4-­‐10 1. Quiz #4 a. CH 12 b. CH 11 c. Motivating Salespeople: What Really Works d. Class discussion 7 TU 4-­‐14 1. Readings due (bring material to class) a. New York Life and Immediate Annuities (course packet) 7 TH 4-­‐16 1. No readings due 2. Sales Forecasting Lecture (no reading material) 7 FR 4-­‐17 1. Quiz #5 a. New York Life case b. Sales forecasting lecture 8 TU 4-­‐21 1. Readings due (bring material to class) a. Spectrum Brands (course packet) b. Group assignment distributed at beginning of class 8 TH 4-­‐23 1. Readings due (bring material to class) a. NetApp: The Day-­‐to-­‐Day of a District Manager (course packet) b. Group assignment distributed at beginning of class 8 FR 4-­‐24 1. Quiz #6 (ESSAY) a. Spectrum Brands b. NetApp PHOTOGRAPHS Please submit a photograph, headshot only, via email to davidson.399@osu.edu. Photographs are due no later than Friday, March 6. Submit one of the following formats: JPEG, JPG, or PNG. File size must be LARGER than 240KB. Students that completed BUSML4221 are not required to submit a photo. Sales Management COURSE SYLLABUS, REV. 3-­‐1-­‐15 6