CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
PLEASE NOTE: It is your responsibility to read and understand this syllabus and to know the
requirements for this course. Receipt of this syllabus implies that you have read it thoroughly.
FALL 2006
OFFICE:
INSTRUCTOR:
PHONE:
E-MAIL:
OFFICE HRS:
M/W 3:00 pm – 4:15 pm, PBLB 201
PBLB. Lewis 339
Walt Sokira
216.368.2471
walt.sokira@case.edu OR wjs23@cas.edu
wsokira@neo.rr.com (optional e-mail)
M/W 11:00 am to 12:00 pm
Call or email any time.
Monday & Wednesday 11:00 am to 12:00 pm.
We also can deal with a lot of topics by email or phone.
For others, we can schedule a time to meet
ANNOUNCEMENTS: BlackBoard Please get in the habit of checking it frequently.
It will be my medium for Announcements,
Assignments, Worksheets, Samples,
Feedback on your deliverable submissions.
“There are damn few hunters… but everyone likes to eat meat” – Jim Brown, NFL Hall of Fame.
The human body has two ears and one mouth. To be good at persuading or selling, you must learn to use
those natural devices in proportion. Listen twice as much as you talk and you'll succeed in persuading
others nearly every time. --Tom Hopkins, Tom Hopkins International
The strongest oak tree of the forest is not the one that is protected from the storm and hidden from the
sun. It's the one that stands in the open where it is compelled to struggle for its existence against the
winds and rains and the scorching sun. ` Napoleon Hill:
COURSE DESCRIPTION:
Nothing happens until a sale is made. That simple point underlines the importance of sales. Almost every
business plan “assumes” a certain amount of sales but that assumption is the tipping point. Without sales
the entire business model is an exercise in frustration.
The entrepreneur and the manager must not only understand the sales process but also embrace the fact
the ability to sell is the single most critical success factor of any enterprise, whether new or ongoing. This
course moves to the vaunted perspective of ‘strategy.’ However it gets right into the very practical and
tactical ins and outs of how to sell products and services to a sophisticated marketplace. Then the course
moves into the more complex subject of how to build and manage a sales force and covers subjects such
as building compensation systems for a sales force, assigning territories, resolving disputes and dealing
with channel conflicts.
In a larger sense, the entrepreneur has to “sell” his vision to prospective employees, to angel and venture
investors and to strategic partners. The general manager must continually sell to his existing customers
and recruit new customers and must make decisions about which products the market needs and which
channel can most effectively sell those products.
Sales is the one function that can’t hide behind the veil of corporate double-talk; sales goals are either
made or not made. Every entrepreneurial activity and every corporate direction leverages off that single
fact. Markets are not totally rational and firms with the best sales teams will usually win.
CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
In this course we will explore management of the sales component of an organization’s marketing
program. We will utilize a managerial approach and emphasize developing an understanding of basic
marketing concepts, interrelationships among sales force management and other areas of business, and
developing appropriate strategy for managing a sales force. We will use theories of work motivation and
explore how individual difference variables influence the choices of sales managers
This course uses a synthesis of sales research and leading practices and focuses on strategic sales
orientation. The course takes both a strategic and a tactical perspective. Strategic issues include:
entrepreneurship strategy, customer relationship management, strategic accounts and transitioning to sales
manager. What part does the sales force play in the company's go-to-market strategy? What is the best
size for the sales force? How should the sales force be organized? What is the best way to allocate sales
force resources? Tactical issues include: What are effective approaches to selling? How do we
finding/retaining top sales talent? How do we motivate the field force? How do we compensate our
people? What are effective ways for evaluating performance? How do we align sales territories?
COURSE OBJECTIVES:
The basic objectives for this course are:
1. to gain an understanding of sales management as a major function within the marketing and
promotional mix of a firm.
2. to familiarize you with the principles of selling
3. to understand the challenges and opportunities in sales management
4. to gain practical training in account management, field sales management, and sales and
marketing strategy planning.
Knowledge Objectives
1. Develop an understanding of the terms, concepts and theories of selling and sales management
2. Develop and understanding of how selling and sales management is vital to the marketing
discipline
Managerial Objectives
1. Improve written communication skills by actively and dynamically completing a diverse set of
assignments that require critical thinking
2. Develop problem analysis skills, and ability to translate a selling and/or sales management
problem into a feasible course of action,
3. Improve teamwork skills by working in a team to complete in-class assignments and case studies
4. Improve oral communication skills through formal and informal presentation of assignments,
exercises and class participation
COURSE APPROACH:
Classes will be a combination of case studies, discussion, exercises and lectures. The role of the Instructor
in this course is one of coordinating /leading discussions rather than lecturing. He should try to focus in
on certain areas and provide stimuli for further questions. All assignments must be based upon your own
work.
COURSE MATERIALS:
1. eBook: Hopkins, Tom, Laaman, Laura, The Certifiable Salesperson: The Ultimate Guide to Help
Any Salesperson Go Crazy with Unprecedented Sales! [E-Book], Wiley , January 2003, ISBN: 0471-43092-7
CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
2. Text: Dalrymple, Douglas J., Cron, William L., DeCarlo, Thomas E., Dalrymple's sales
management : [concepts and cases] (9th Edition), Hoboken, N.J. : Wiley, c2006, ISBN: 0-47174319-4
3. MARS Sales Management Simulation (2006), Cook Robert, http//www.shootformars.com [total
price $100/team ]
4. Handouts “HO ,”Additional material and assignments will be distributed in class or posted to
Blackboard (weekly)
COURSE EVALUATION:
A. Class Participation
B. Individual Sales Role Play
C. Team Case Reports (2)
D. Term Team Project (A) SMS MARS
E. Term Team Project (B) SALES ORG
F. Term Team Project (B) Presentation
G. Team Peer Evaluations (2)
H. Exam
A.
20 %
10%
10%
10%
10%
10%
10%
20%
100%
CLASS PARTICIPATION GRADING
Criteria for Valued Class Participation
You are expected to be thoroughly familiar with assigned reading material prior to coming to class.
On days when a case is assigned, a significant portion of class discussion will be devoted to case analysis.
It is important that you come to class fully prepared to discuss the case even if your group is not
submitting a case write-up. You are also expected to actively contribute to the class discussion during
lecture classes.
Some hints for what makes a good participant:
--ask insightful questions or answer another student’s question
--make a thoughtful comment on the topic discussed
--share with the rest of class your relevant work or life experience
--build your argument persuasively
--help the progression of discussion
--provide novel and innovative ideas
Participation Scores:
Class participation will be evaluated for each class on a 0-5 scale, as follows. As you see (and a little
cruelly, but reflective of what you will face in your career) full preparation of the work for the day that is
no evidenced by participation earns a maximum of 2 points for the class.
0 points－Absent
1 points－Physically present but no preparation and participation at all.
2 points－Prepared only on submitted cases, uninvolved otherwise.
3 points－well prepared on all topics, responds to questions, occasionally leads
discussions.
CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
4-5 points－well prepared on all topics, actively responds to questions, initiates
discussions, engages colleagues
In-class Courtesy
1. Be on time. If you are late for class, 1 point will be deduced from your participation score of that
day.
2. There will be no excused absences from class other than for documented illness and deaths in the
family, items for which the school has a policy. If you believe you have special circumstances,
discuss them with the instructor.
3. Keep your laptop closed during the class. If you start using your laptop during class, it will be seen as
“only physically present” and you will receive 2 points for classroom participation that day. If you
believe you have special circumstances, discuss them with the instructor.
4. Please turn off call phones and beepers. Interruptions – including checking who is calling in
on vibrate -- from devices will be treated as “absence
B……INDIVIDUAL ROLE PLAY
In order to truly learn about selling one has to sell. Therefore, there is one role play that will put you into
a personal selling situation. It is understood that many students will be very uncomfortable with this
requirement however there is great deal to be learned by fulfilling it. Details on the role play will be
posted on Blackboard and discussed in class.
C.
CASE STUDIES:
The case packet can be referenced at the Harvard Business School website
www.harvardbusinessonline.com. You can secure the cases from the Harvard website. You will receive
an e-mail that will give detailed instructions on how to access the course packet from the website.
Case Names
1. Sarah Harris
2. Siebel Systems: Anatomy of a Sale, Part 1
Siebel Systems: Anatomy of a Sale, Part 2
Siebel Systems: Anatomy of a Sale, Part 3
3. What a Star--What a Jerk (HBR Case Study)
4. Karen Leary (A)
5. Perelson Weiner LLP
6. Royal Corp.
Reference Number
E168
9-503-021
9-503-022
: 9-503-023
R0108X
9-487-020
9-506-006
BAB122
Purpose and Requirements
Case assignments are designed to provide an opportunity for practical application of the concepts
introduced through the lectures and readings.
Your team will need to turn in written case analyses for a total of two out of five cases. However,
you should be prepared to discuss all assigned cases in class. Please note that the first case: “ Sarah
Harris E168” is for only practice purposes. Consequently, everyone must prepare a report for it. You
will receive feedback, however, it will not be counted in your grade.
Content of Case Report:
1. Purpose of the Report
State the purpose of the report. Specify the organization’s objectives and the problems to be
addressed in your analysis. Remember, without objectives it is impossible to have problems.
CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
2. Option Listing
Briefly list the action program options the management should be considering.
3. Recommendations
State the manner in which each of the problems you have identified should be solved. In this
section, only your recommendations should be given. Reasons for the recommendations should
appear in the analysis. The criterion for choice of an action program is the degree, relative to
other action options, to which the chosen action program moves the organization toward its
objectives.
4. Analysis
This is the heart of your report. It entails marshalling factual data which support your objective
and problem identification and your choice of your recommended course of action.
5. Summary
Summarize again your recommendation and the key reasons why you have made this decision
and any contingencies you feel are needed.
6. Exhibits
Exhibits include tables, charts, models, and/or financial analysis to support your
analysis－optional, but as necessary. Be sure that the exhibits are cited in the text of the writeup so the reader can find them easily.
7. Citations
Please, throughout the text and exhibits where the material is used, cite any persons, written or
electronic sources (including data from the case itself). The citation should be complete enough
so that the instructor can find the original source
Format of Case Report:
1. All written case report must use MS word file with default margins (1” for top and bottom, 1.25”
for left and right). The report must be double spaced in 12-point font Times New Roman, with
pages numbered consecutively throughout the report.
2. The written case report should not be greater than 10 pages in length, inclusive of all text and
exhibits (tables, figures, appendices, and so on). Exhibits are not mandatory and should be used
only when needed. If you use exhibits, make sure you reference them accurately in the text.
3. The written case report should have a cover page. The following information should appear on
the cover page: course number (MKMR 312), case name, team name, team member, email of
each team member, and submission date.
4. Use a business/professional writing style (e.g., simple declarative sentences, active voice, avoid
techno-babble, buzz words and acronyms. Focus on the relevant issues).
5. Please proofread your report and exhibits carefully and staple the pages together.
6. Case report is due at the beginning of class. Please print an extra copy that you can reference
during the class discussion. Keep in mind that network printers get a lot of volume on days when
assignments are due.
7. In addition to the written case report I would like an E-mail submission of the written case report.
The E-mail submission should be sent as a WORD document to walt.sokira@case.edu . Do not
send exhibits.
H. EXAM(S): Exam(s) is meant to assess your grasp of concepts and principles introduced in class.
They will be based upon material from the text, readings, and lectures. In-class MID-TERM and FINAL,
closed book, exams will be given in the middle and end of the semester and will consist of short answers
and relatively long essays. Further details regarding exams and any changes will be provided in class.
Time permitting we will have a short review before exams. YOU ARE RESPONSIBLE for text
information as well as class discussion. NO provision is made for make-up examinations unless
prearranged with me BEFORE the scheduled day of the exam for class. I will provide necessary paper
for tests.
CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
TEAM PROJECTS
The instructor will facilitate your forming teams of up to 6 for both case assignments and the term team
project. We will strive for a balance among teams in terms of academic background, experience and
elements of diversity. Heterogeneous team composition (gender, ethnic, major, etc.) inspires new idea
generation and benefits team dynamisms.
Purpose: Group projects provide several important benefits. First, discussing concepts with peers
promotes deeper understanding of the material. Second, working in groups allows you to tackle more
complex problems. Third, dealing with team members gives you experience in handling interpersonal
professional relationships, which is critical in "real-world" settings.
Team Work: The success of your team will greatly depend on the ability of the team members to work
together. Working well as a team requires that each member learns to cope with different personalities of
the other team members. A strong team does not let differences in schedules, age, gender, or experiences
interfere with their performance.
Free-Riding: Free-riding is an inevitable risk in all team endeavors. If a team member does not carry his
or her share of the work, that individual should be warned of the need for improvement. If you have a
problem with team members, please resolve it within your team. For all other issues, please set up an
individual appointment with me. It is important to address all issues early in the semester, and not at the
end – difficulties are most likely to be resolved when addressed early. As a last resort, of course, the free
rider probably will receive low peer evaluations. However, this is a failure of team dynamics, not a
victory of power.
D. TERM TEAM PROJECT (A) MARS SALES MANAGEMENT SIMULATION:
The class will be divided into teams for participation in the sales management simulation. Each team is
required to purchase the MARS simulation at www.shootformars.com as a supplement to the assigned
textbook. Failure to purchase the simulation will be considered nonparticipation, and result in a grade of
zero for that portion of the course.
Simulation decisions are made over the Internet. Each team must log on to its own account and enter team
decisions. These decisions can be entered at the students’ convenience, but there is a deadline for
submission. For each decision period, the decision must be entered by the end of class on the date
indicated in your syllabus. If a team wishes to leave their decisions unchanged from the prior period, a
team member must still click on the “submit decisions” button to submit their prior decisions.
Failure to submit a decision on time, for any reason, will result in a simulation run using default decisions
for offending teams, and a deduction of 1 pt. from the final total of all team members for each occurrence.
In the unlikely event that the simulation is “down” at the deadline for submission, students should bring
this problem to the professor’s attention immediately, and the deadline will be extended as necessary.
Any deadline extension will be communicated by email an during class discussion.
The simulation will be run at the end of class on each decision due date, and the results will be available
to students immediately thereafter. After the simulation has been run, students may log on to the Internet
to obtain the results and to begin making the next period’s decisions. The computer simulation is worth
10%.
Simulation grades will be individually-based, and primarily determined by each team’s cumulative
contribution to profits, summed over all periods in the simulation. Points awarded to each team will
CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
depend on the team rank ordering based on cumulative contributions to corporate profitability over the
life of the simulation. Team points will then be awarded to team members based on their level of
participation in the group. It is assumed that all team members will fully participate and receive 100% of
the awarded team points. However, poor team participation can result in a reduced point allocation
ranging from 100% to 0% (for non participation). Any issues regarding team member participation should
be brought to the professor’s attention immediately. Waiting until the end of the semester to make
problems known is too late to have them resolved. Team points will be awarded as follows:
First Place
Second Place
Third Place
Fourth Place
Fifth Place
Sixth Place
Seventh Place
E., F. & G.
100%
96%
92%
88%
84%
80%
76%
TERM TEAM PROJECT (B) ANALYSIS OF SALES ORGANIZATIONS
This project may be completed in teams of four to six students.
Your team will complete a sales management analysis and assessment of a company of your choosing.
This project will be completed in groups, the results of which will be presented in an 8-10 page paper. A
specific company that utilizes salespeople and sales management concepts must be selected and agreed
upon by ALL members of the research team. This company will be the focus of the research report. It
will be the responsibility of the team to receive approval for the company selected before beginning work.
The company must have a sales force of at least five people. Appointments should be secured with a sales
manager from the company. Teams will present their findings in class during the last few class meetings.
Presentations will include the sections outlined below as well as a brief analysis of the firm’s strategic
selling process. Recommendations for improvement will be proposed based on this analysis.
Presentations will not exceed 20 minutes in length, with two questions allowed from non-presenting
colleagues. If needed, help will be provided finding a sales organization by the Instructor. Please
communicate with me immediately if you feel assistance will be needed. If you have an sales organization
please get the appropriate approvals within the first two weeks of the term.
The project should contain the following basic sections:
Section I – Importance of Selling to the Company
Compare the relationship of selling to other functions of the company. What are the functions of
advertising, trade shows, and public relations as they relate to the company’s selling strategies? Describe
the product or service and the company. What are the main competitive (selling) advantages the company
has over its competition (i.e., price and value-added new technology)? What is the general approach to
selling- high pressure, consultative, low-key? Describe in detail. How much of the marketing budget is
spent on selling versus advertising? How long is the sales cycle? How many calls does it take to close a
sale?
Section II – Description of the Sales Force
How many salespeople does the company have? What is the rate of turnover? Describe in detail the type
of salesperson the company seeks when filling positions. Where do they seek applicants? How do they
select people they think will be most successful? What do they think of testing salespeople? How
important is experience? What other items on a resume would be important in making the selection?
How important are appearance, attitude, social skills, verbal skills, etc.? Do they ever use “team selling”?
Who are the members of the sales team?
CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
Section III – Training Program for Salespeople
Describe in detail the training program for salespeople. How much emphasis is placed on product
training, sales training, sales automation, motivation, company policy training, and customer behavior
training? Do they use in-house training (by company people) and/or consultant training? Where and
when do they hold training meetings? How much does it cost to train a person? Do they use audiovisual
tools, role-playing, classroom presentations, videotapes, etc.? How many steps are the in the process that
they recommend their salespeople use in planning a sales call? What are the steps? Do they train people
in relationship skills? Is motivation important to their salespeople? Why? How do they provide
motivational training or incentives? Are there support specialists (technicians, computer service
personnel, sales managers, etc?) that help in strategically planning sales proposals and presentation
strategies for closing key accounts?
Section IV– Customer Profiles
How are the prospects located? Does the company set up booths at trade shows to attract leads? How are
sales territories determined? How much time does the salesperson spend traveling versus time in front of
the prospect? How much time is spent away from home at night, on weekends, etc.? Do salespeople
travel by car or air? What percent? How many calls does the salesperson make in a day or a week?
Have territories ever been reorganized or will they be in the future? Why? How are sales
potentials/forecasts determined for each territory? What are buying motives of a typical buyer? What is
the biological sketch (detailed) of the typical buyer? Is a computerized contact (prospect) management
system used? What kind? Are prospect cards kept? Are there different classes of prospects? Are
presentations made to groups? How many in a group? What is the basis for classifying? What are the
major buying decisions the customer must make before actually buying?
Section V – Performance Standards and Compensation
What kinds of performance standards does the company have for salespeople and sales managers? How
often are performance standards evaluated? How are quotas set? How often are they revisited? Have
they been revised recently or will they need to be in the future? Why? How do the quotas differ for
beginners compared to experienced people? How often are salespeople and sales managers formally
evaluated? By whom? What changes have occurred or will occur in the future? Why? How is an
evaluation conducted? Describe in detail the compensation package for salespeople and/or sales
managers. What is the average (ballpark) annual compensation amount for salespeople and/or sales
managers? Beginners versus ten years experience? What percent of salary does incentive pay usually
amount to? How does compensation relate to performance standards and evaluation? What are the pay
periods? When is bonus or commission paid? Do bonuses and commissions provide motivation? How
much and why?
Section VI – Recommendations for Improvement
What is your assessment of the effectiveness of the sales plan? What changes would you propose to
improve the sales process? Is the role of management effective? How may it evolve to become more
effective? Describe specific actions that will yield the desired results.
CLASS PARTICIPATION/ATTENDANCE/INVOLVEMENT:
Active class participation is expected and encouraged. Participation in this class is important. Most
effective learning takes place when you are involved. By participating in the class sessions you will
enhance your learning.
I expect you to come to class prepared to share knowledge and be a part of the learning experience within
the class. This implies that you need to read the assigned materials before class, think about the issues
raised, and be prepared to discuss and answer questions about them in class. Although, class lectures and
CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
discussions will not cover directly all the assigned readings, you are expected to know the information
and use it in analyzing issues raised in class discussions and cases.
The sizable portion of your grade assigned to class participation attests to its importance. A case oriented
course creates a setting where participation is an essential ingredient to the learning process. I should,
however, note that participation does not suggest that I expect all of you to speak in every class – one
could be a participant (in the learning process) while another is making a well-honed point. What does
make for a highly involved class is a well-prepared class. To ensure that I do not penalize those of you
who prefer to learn by letting others take a more active classroom route, I will collect one page executive
summaries of all cases. I will review these one-page write-ups at the end of the semester when it is time
to assign a class participation grade. Please note that all case write-ups are due on the date assigned for
class discussion and will be collected at the beginning of class.
Announcements concerning the conduct of the course will be made at the beginning of each class. You
are responsible for all information contained in these announcements.
Occasionally, there may be conflicts with your attendance and you should make every effort to let me
know about your absence as soon as possible. A simple e-mail is sufficient. Appropriate proof should be
provided for excused absences. Doctor’s appointments do not count as excused absences unless the
doctor specifically states that you should not attend class due to your illness. You are responsible for
class notes for the class you miss. Please do not approach me for lecture notes - - see one of your
classmates.
I expect you to turn in all assignments on the due date. No late assignments will be accepted – all
assignments are due before the missed class, not after. If you have an engagement that prohibits you from
attending class, you need to turn in the assignment before the class. In this case you will receive ½ credit,
as it is not possible to earn participation points if you are not physically in class.
All classes will start and end within the allotted time. Please note that late arrivals and early departures
will not be tolerated. You are expected to schedule all of your other activities (including meetings,
interviews, etc) at a time that does not conflict with the class time. We all have busy schedules, and thus
prioritize our activities, which inevitably requires tradeoffs and choices. At the same time, as adults we
are the only ones responsible for the choices we make.
ADDITIONAL IMPORTANT INFORMATION:
HONOR CODE
Course Assignments
I expect you to do your individual assignments on your own and your team assignments within your team. I
encourage the formation of responsible study groups for discussing concepts and problem difficulties;
however, homework assignments are my way of assessing your comprehension of the concepts. In no case,
of course, should another’s work be substituted for your own. You and/or your team are expected to do your
own work and complete your examinations and quizzes independently.
Academic Integrity
The instructor expects all students to fulfill the objectives of the CASE Statement of Ethics. You are
responsible for familiarizing yourself with the University Honor Policy. (If you are a new student to CASE
and not aware of this statement, please consult the instructor or the CASE website for a copy.) If there is a
suspicion of a violation of academic integrity within the course, the instructor will follow the official CASE
protocols for academic infractions as detailed in the University General Bulletin.
CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
Questions
If you are not sure whether or not something you plan to submit would be considered either cheating or
plagiarism, please do not hesitate to ask the faculty.
COURSE SCHEDULE:
Date
Deliverables**
Topics
Readings
Case
Professional Selling
28-Aug
Introduction, Life, Times
and Career of the
Professional Salesperson
(1) HO,, (2)
Hopkin/Laaman pp.135
The Certifiable
Salesperson
30-Aug
The Sale, Approach,
Preparation for
Presentation and/or
Demonstration
(1) HO , , (2)
Hopkin/Laaman pp.3673, (3) Cron/DeCarlo
pp. 1-10 & Ch. 5
pp.141-144
The Certifiable
Salesperson
(1) Your Elevator Pitch
(2) Sign-Up for Personal
Selling Role Play
(1) HO ,, (2)
Hopkin/Laaman pp.74118 (3) Cron/Decarlo
Ch. 5 pp.145-157
The Certifiable
Salesperson
(1) Your Resume (2)
Team Formation
(1) HO ,
The Certifiable
Salesperson
*****Personal Selling
Role Play (my office by
appointment)
Sarah Harris
E168
*****Personal Selling
Role Play (my office by
appointment)*****Team
Written Case
Analysis*****
4-Sep
Labor Day Holiday
6-Sep
Plan: Product
Knowledge, and
Handling Objections
11-Sep
Professional Sales
Guests from Abbott
Laboratories
13-Sep
Meet: Sales Prospecting
& Qualify: The Value
Proposition and Selling
Tactics
(1) HO ,, (2)
Hopkin/Laaman pp.
119-156
18-Sep
Professional Sales Guest
Prentice Hall Publishing
(1) HO
20-Sep
The Close
Cron/Decarlo Ch. 5 pp.
157-162
,
CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
Date
25-Sep
27-Sep
Topics
Readings
Case
Sales Management
Introduction to Sales
Management
MARS Sales
Management
Simulation “SMS”
Student Manual
MARS Sales
Management
Simulation
“SMS”
Sales Management
(1) Cron/DeCarlo pp.
10-25 (2) MARS Sales
Management
Simulation “SMS”
Student Manual
MARS Sales
Management
Simulation
“SMS”
MARS Sales
Management
Simulation
“SMS”
2-Oct
Sales Training
Cron/DeCarlo Ch.8
4-Oct
Motivating Salespeople
Cron/DeCarlo Ch.11
9-Oct
(1) Compensating
Salespeople (2) Team
Case Discussion
11-Oct
Deliverables**
MMS Practice Decision
#1
Cron/DeCarlo Ch.12
Perelson
Weiner LLP 9506-006
Team Written Case
Analysis*****
Sales Forice Organization
Cron/DeCarlo Ch.6
MARS: SMS
MMS Decision #1 (Final)
16-Oct
(1) Leadership (2) Term
Case Discussion
Cron/DeCarlo Ch.9
Karen Leary (A)
487020
Team Written Case
Analysis*****
18-Oct
MIDTERM EXAM
(2) MARS: SMS
(1) SMS Decision #2 (2)
Team Peer Evaluation #1
23-Oct
Fall Break
(1) What a Star
What a Jerk
R0108X (2)
MARS: SMS
(1) Team Written Case
Analysis***** (2) SMS
Decision #3
MARS: SMS
MMS Decision #4
25-Oct
30-Oct
(1) Ethical Leadership (2)
Term Case Discussion
1-Nov
Evaluating Performance
Recruiting and Selecting
Salespeople
6-Nov
Strategy & Sales Program
Planning
Cron/DeCarlo Ch.10
Cron/DeCarlo Ch.13
Cron/DeCarlo Ch.7
Cron/DeCarlo Ch.2
CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
8-Nov
Sales Opportunity
Management
Date
Topics
Cron/DeCarlo Ch.3
MARS: SMS
Readings
Case
B2B Selling & Sales Management
SMS Decision #5
Deliverables**
Cron/DeCarlo Ch.4
Siebel Systems:
Anatomy of a
Sale, Part 1 , Part
2 and Part 3 (9503-021, 9-503022 and 9-503023
Team Written Case
Analysis*****
(1) MARS: SMS,
(2) Royal Corp.
BAB122
(1) Team Written Case
Analysis***** (2) SMS
Decision #6
MARS: SMS
SMS Decision #7
13-Nov
(1) Account Relationship
Management (2) Team
Case Discussion
15-Nov
Account Relationship
Management (2) Team
Case Discussion
Cron/DeCarlo Ch.4
20-Nov
Negotiation
(1) HO ,
22-Nov
Negotiation
(1) HO ,
27-Nov
Term Project
Presentations
Term Project
Presentations
29-Nov
Team Project
Presentations
1) Term Project
Presentations, (2) SMS
Decision #8
4-Dec
6-Dec
Team Project
Presentations
Course Wrap-up
20-Dec
22-Dec
FINAL EXAM 12:30 –
3:30pm
Grades Due
MARS: SMS
Term Project
Presentations
Team Peer Evaluation #2
***** The Instructor Reserves the Right to Change Schedule When Needed ******
This assignment schedule may change at the instructor's discretion. All announcements pertaining to changes
will be made at the beginning or end of class. You are responsible for writing down any assignment changes
to this schedule and for complying with such changes. Email updates will also be sent as necessary. Please
make sure I have your current email address.
If there is a discrepancy regarding grades, the burden of proof will be on you so keep all returned
assignments. If you disagree with a grade, please submit a typed explanation as to why you think the
grade should be changed and then we will set up an appointment to discuss it.
CASE WESTERN RESERVE UNIVERSITY
WEATHERHEAD SCHOOL OF MANAGEMENT
SELLING & SALES MANAGEMENT MKMR 312
MARS Sales Management Simulation
Team Registration Instructions
MKMR 312: Selling and Sales Management
Registration for the MARS simulation must be done the first week of classes. Failure to register for the MARS simulation is nonparticipation and
will result in a grade of zero for that portion of the class.
Step 1: Get a team.
The simulation is played in teams of four. You may select your team. Those who cannot find a team will be assigned in class.
Step 2: Obtain your registration information.
You will need the following information to register your team over the Internet:
a.
A password: Your team should agree on a password that will be used during the simulation. You will be asked to invent
and submit a password during registration.
b.
Your team’s first and last name: You will need to enter both your name and your team’s name during the registration
process.
You are now ready to create a USERID and password,
and register your team over the Internet
Only one team member should log on to the Internet and complete steps 3 & 4. This will require payment the $100 team fee by credit
card. That team member will then collect the $25 share of the simulation cost from the other team member.
Step 3: Create USERID and Password
1.
Go to http://www.marssimulations.com.
2.
Click the “Logon” tab at the top of the screen. This will take you to the Logon screen.
3.
Click the “Register as student” button on the right hand side of the screen. This will take you to the “Register As New Student” screen.
4.
Enter your email address and a password. If you have multiple email addresses, you can choose one. The password you enter can be
anything you like. This is the password that you will be using when accessing this system. It is recommended that you use a password
that is unique to this system.
5.
Click the “Register” button to complete your registration.
6.
You now have a USERID (your email address) and a Password that your team will use to access the site. You should share the created
USERID and Password with your partner. Both team members access the simulation using the same USERID and Password.
Step 4: Registration and Payment for the Simulation
1.
Click on the “Register For Simulation” tab at the top of the screen.
2.
On the first screen, input your instructor’s email address, and the name of the simulation provided by your instructor. Click “Continue
with Registration” to proceed to the next screen.
3.
On the next screen, create and input the following information:
1.
The names of all of all your team members, using both first and last names.
2.
Leave the access key code blank and, press “Complete Registration” to complete your registration process. That will take
you to the payment screen.
4.
Click the PayPal button to be transferred over to PayPal. It is not necessary to have a PayPal account to pay by credit card. You may
pay by credit card or by your PayPal account if you have one. Once you have completed the PayPal payment transaction click the
"return to merchant" link on the PayPal page.
5.
You are now at the main simulation page. From here you can fully access the simulation to enter decisions, view reports, view the
student manual, etc…
6.
Share the email address and password with your team mates so that they can access the simulation.
Simulation Access
1.
Subsequent to team registration, all team members will be able to directly log on to the participant's section of the simulation by
following the "logon" link in the top navigation bar at http://www.shootformars.com.
Each team member must use the email address and the password created in the “team registration” process to log in. That is, both team members will
share the same logon email address and password. Both team members can use the simulation site at the same time. The student section contains the
student's manual, PowerPoint slides, and simulation interface. You will no longer need the instructor’s email address or the simulation name to access
the simulation.