CLASS PERIOD: MW: 4:00 - 5:15 pm (Conner 111)
INSTRUCTOR: Dr. Douglas Vorhies, Ph.D.
Associate Professor of Marketing
North Holman 327
915-1351 dvorhies@bus.olemiss.edu
OFFICE HOURS: MW 3:00 – 4:00 pm. (An appointment is recommended). Other times by appointment.
WEB PAGES: Vorhies: http://faculty.bus.olemiss.edu/dvorhies
Textbook: http://www.thomsonedu.com/marketing/ingram/
TEXT: Sales Management: Analysis and Decision Making, 6th edition by Thomas N. Ingram, Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker
Jr., and Michael R. Williams
COURSE DESCRIPTION:
This course is designed for students interested in a career in professional selling and sales management.
The course is concerned with how to manage a sales force with the objective of maximizing overall sales performance in terms of both effectiveness and efficiency. The emphasis is on business-to-business
(rather than consumer) sales force management. The class uses a discussion based format and requires active participation from the student for each class.
Prerequisites: MKTG 354 (Professional Selling) is a pre-requisite for this class. If you have not had this class, you should drop the class until you have taken MKTG 354. MKTG 351 is also a prerequisite
COURSE OBJECTIVES:
The primary goal of this course is to train you in the methods of sales management. To do this, the course is structured to help students achieve the following objectives.
1. To develop an in-depth understanding of the tools and techniques used in sales management today.
2. To understand the basic functions of sales force management as well as theories and concepts about appropriately managing the sales function to attain firm marketing objectives.
3. To improve student critical thinking and communication skills via in class discussion of assigned readings, cases and preparation of written assignments.
4. To improve problem solving skills via the application of theories and concepts studied to practical business situations.
5. To build the student’s ability to work in team-based management systems and to facilitate the team-skills necessary for success in the sales area.

GRADING:
Grades for the course will be determined based on your performance in the following areas:
Exam I
Exam II
Comprehensive Final Exam
Student Sales Management Project
Quizzes, In Class Activities and Assignments
100 points
100 points
100 points
200 points
100 points
600 points * Total Points Possible *
* The final number of points may change as assignments are added. See below.
Final letter grades will be given according to the following points schedule:
A
B
C
D
=
=
=
=
90%
80%
70%
60%
F = Below 60%
Grades are based on your performance on the criteria listed above. Other concerns are not considered.
1. Workload: A career in selling and sales management is very demanding. To be successful in sales management requires a high level of commitment. I expect everyone who takes this class to demonstrate their commitment through hard work. In short, you are treated as professionals in this class and are expected to act in a professional, dedicated and ethical manner.
2. Exams (2 exams, 100 pts each): Exams cover material from class discussion including the textbook modules, cases, videos, homework, and all other assignments. The exams are designed to evaluate your individual knowledge of sales management theory and application. Exams are worth 100 points each. Exam format is multiple choice and/or true-false.
Missing a Test : Tests must be taken on the day they are scheduled. In the event of a major emergency
(e.g., illness), contact me by phone or email immediately. Failure to notify me prior to the test can result in you receiving a zero on the test. If I determine a make up test is warranted, the test can include oral questioning for 1 hour, written essay questions, random questions pulled from the test bank, or some combination of these.
3. Comprehensive Final Exam (100 pts): A comprehensive final exam is given in this class during finals week. All materials from the class are covered including articles, cases, text chapters, etc. See the class schedule for your section’s time.
4. Sales Management Research Project (200 pts): A major focus of the class is developing an understanding of sales management leadership practices through the preparation of a research report.
Students will work in teams of 5 to prepare the deliverables for this project, which will consist of a 1 inch ring binder with a literature review, a set of interview questions, transcri pts of each team member’s interviews with a sales manager and a sales person and the report documenting the findings of the project. Each team will perform 5 paired sales manager-sales person interviews for a total of 10 interviews (each interview set must be approved by the instructor). This report should not exceed 30 double spaced pages (1 inch margins with 12 point roman font). The report will summarize the research project, discuss what the team has learned from the literature review and interviews and then develop managerial conclusions.
5. Class Participation and Preparation: I prefer to use a discussion format in this class (versus the straight lecture format). This puts a premium on your being prepared for class. Class participation is designed to improve your ability to verbally answer business questions, defend your ideas, and think on your feet.
This is an important skill that sales managers need and one that improves greatly with practice.
Participation is more than just showing up for class! You must contribute successfully! This means you

must demonstrate a mastery of the subject and answer questions correctly.
How to prepare for class discussions: Before class - read the assigned module or article and print off a copy of the Powerpoint slides from the instructor’s web site. Many students also find it helpful to outline the chapters and take notes on the articles or cases (these become useful study aids). You may also find it helpful to use the online quizzes available via the textbook website. These quiz questions are very similar to the test questions and can really help you do better on the tests.
What to do in class: Take notes over what we discuss and answer the questions I ask. 90% of what is covered on your exams is covered in class discussions. Raise your hand to contribute to the discussion.
Avoid saying an answer out loud without raising your hand first. This is important so that everyone has a chance to contribute.
Trust in the classroom: To make this class work, I will strive to create an environment where you can take a chance to answer a question, even if you aren’t 100% sure of the answer. You are much better off in this class trying to answer a question and failing, than sitting all class and never saying a thing. Often an incorrect answer isn’t totally wrong – just a part of it is off base. Or, you may have one concept slightly confused with another. No big deal. You get credit in this class for trying! You don’t’ get credit for just showing up.
What not to do in the classroom: Sitting there and not being involved in the discussion is a bad idea. You can’t succeed in this class if you don’t participate. Please don’t disrupt class by talking to the person sitting next to you, etc. It’s ok to ask the person next to you a question, but you may be asked to leave class if you are disruptive. This goes for texting in class too.
6. Unannounced Quizzes: Students must come to class prepared to discuss assigned material.
Unannounced quizzes will be used regularly to assess your preparation. Quizzes will be added into your class participation score. Quizzes may NOT be made up. If you miss a quiz, you will receive zero points.
7. Attendance: Attendance is required for all students. If you must miss class, you do so at your own risk.
Missed in-class assignments, quizzes, case reports and participation cannot be made up.
8. Other Assignments: I reserve the right to give you other assignments throughout the course of the semester. If assignments are added, the total number of points for the class will be increased. Grading will still follow the grading format outlined above.
9. Extra Credit: Extra credit is not a part of this class.
10. School of Business Administration Statement of Academic Integrity: The School of Business
Administration upholds honor and academic integrity in all of its teaching, research, and service activities. All business faculty, staff, and students are charged with the responsibility to behave with personal and professional integrity and to refrain from dishonorable conduct.
11. Cell Phones and other Technology: Cell phones should be turned off (or to vibrate) before you enter class and may not be used in the classroom. Text messaging should be kept to a minimum or you may be asked to leave. Laptops are permissible and are encouraged. However, you may be asked to close them during class discussions. Remember, the main idea here is to not disturb the class.
Students not adhering to the technology policy will simply be asked to leave class. Any assignments missed for the day will receive a 0.

Date
Day Topic Text/Cases Assignments
1-21
1-26
W
M
Intro. To Sales Mgmt/Prof. Selling
Introduce Sales Management Leadership
Project - Literature Review
Sales Management as a Profession
Mod 1 Attendance, Hand Out
Syllabus
Introduce Project
Pick Groups
1-28
2-2
2-4
2-9
W
M
W
M
Org. Strategies and Sales Function
Sales Org. Structure/SF Deployment
Sales Org. Structure/SF Deployment
Mod 2
Mod 3
Mod 4
Mod 4
HBR* “Ending the War
Between Sal es & Mktg.”
HBR* “Match Your SF
Structure to Your Bus. Life
Cycle.”
2-11
2-16
2-18
2-23
2-25
W
M
W
M
W
Salesforce Recruiting and Selection
Sales Training
Sales Training
Project – Interview questions.
Exam I
Mod 5
Mod 6
Mod 6
Mods 3, 4, 5, 6
3-2
3-4
3-9
M
W
M
Project – Interviewing Techniques.
Sales Leadership
Sales Leadership - Article Discussion
Mod 7
Mod 7 HBR* “Leading Today’s
Sales Organization.”
3-11
3-16
3-18
3-23
3-25
3-30
4-1
4-6
4-8
4-13
W
M
W
M
W
M
W
M
W
M
Sales Leadership
SPRING BREAK
SPRING BREAK
Article Discussion
Class Project – Interviewing
Motivation and Reward
Motivation and Reward
Class Project – Interviewing
Class Project – Analysis Techniques
Evaluating Org Effectiveness
Evaluating Org Effectiveness
Mod 7
Mod 8
Mod 8
Mod 9
HBR* “How Right Should the Customer Be?”
Interview Questions
Due
4-15
4-27
4-29
4-29
W
M
W
M
Evaluating Salesperson Performance
Evaluating Salesperson Performance
Review for Final
Finals Week Starts
Mod 9
Mod 10
Mod 10
Project Due
5-4
5-8
M
F
Final Exam 4:00 pm.
Mods 3-10 4:00 pm
* HBR Articles are all from the 2006 July-August Issue and can be obtained via the library website (e.g.,
Business Source Complete). Students are responsible for making their own copies or obtaining them online.
You should always bring the article to class. I may collect them as a check.