THE OPEN UNIVERSITY OF TANZANIA
FACULTY OF BUSINESS MANAGEMENT
DEPARTMENT OF MARKETING AND ENTREPREURSHIP
OME 321: SALES MANAGEMENT
COURSE OUTLINE
INTRODUCTION:
Sales management is a course that focuses on the management of selling activities. The
lectures are designed in the manner that you will be able to explain the evolution of sales
management, analyze the activities involved in building, managing, controlling and
evaluating sales forces. As the students who are expected to be sales managers or sale
representatives, this lecture will be guiding you to the extent of performing international
selling.
COURSE CONTENT
LECTURE ONE: INTRODUCTION TO SELLING AND SALES MANAGEMENT
1.1. Overview;
This lecture introduces you to the concept of sales management, evolution of sales
management historically, in business organizations and specifically for the marketing
division. Also you will study professional part of the selling job and the sales
management process.
1.2. Learning Objectives
At the end of this lecture you should be able to:
• Explain the concept of selling and sales management
• Outline the nature and roles of selling and sales management
• Appraise the responsibilities and duties of a sales manager
• Examine the sales management process
• Describe the characteristics of modern selling
1.3. Key sub-topics
• Concept of sales management
• Significance of sales management in marketing
• Sales manager’s in a business organization
• Sales management process
• Nature and role of selling
• Characteristics of modern selling
• Success factors for professional sales people
• Types of selling
LECTURE TWO: PERSONAL SELLING SKILLS
2.1 Overview
This lecture necessitate on the personal selling process. This process is a preview of
the scenario that takes place when a sales force encounters customers or prospective
customer. This process will help you to outlines important skills on sales presentation
and salesmanship.
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2.2 Learning Objective
At the end of this lecture you should be able to:
• Define the personal selling
• Explain the salesmanship concept
• Explain the personal selling process
• List the skills required for effective personal selling
• Describe different types of sales persons
2.3 Subtopics
• Personal selling process
• Types of sales person
• Salesmanship
LECTURE THREE: SALES ENVIRONMENT
3.1 Overview
Sales environment consists of the forces that impact the selling and sales management.
They include consumer and industrial buyer behaviors’. All these have important
implications for the sales people and sales managers.
3.2 Learning objectives
At the end of this lecture you should be able to
• Explain the forces that impact on selling and sales management
• Demonstrate how sales channels are structured distinctively
• Evaluate the usefulness and applications of exhibition tools as a promotional
medium
• Examine the nature and role of public relations as a selling tool
• Identify problems surrounding organizational and service sales settings
3.3 Key subtopics
• Environmental and managerial forces that impact on sales
• Sales channel
• Industrial/Commercial Selling
• Selling services
• Sales promotion
• Exhibition
• Public relations in sales management
LECTURE FOUR: KEY ACCOUNT AND RELATIONSHIP MANAGEMENT
4.1 Overview
This lecture explains the crucial tasks of selling to and managing key accounts which
is the ability to manage relationships over a long period. The lecture will examine key
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accounts management, relationship selling, relationship marketing and the Total
quality Management.
4.2 Learning Objectives
At the end of this lecture you should be able to:
• Describe the concept of key account Management
• Explain the advantages and disadvantages of key account management
• Appraise the tasks and skills of key account management
• Identify the ways in which relationships with key account can be built
• Discuss an overview of relationship marketing, relationship selling and total
quality management
• Design tactics in relationship selling
4.3 Key sub topics
• Key account management
• Relationship selling
• Relationship marketing
• Total quality Management
LECTURE FIVE: SALES AND MARKETING PLANNING
5.1
Overview
Planning is a process that takes place in all levels of organization. In this lecture you will
be exposed to the overview of strategic management planning, marketing planning and
sales planning. Therefore the sales force planning should be designed in the context of
overall organization plan and marketing plan.
5.2
Learning objectives
At the end of this lecture you should be able to:
• Explain the concept of planning
• Explain the difference between sales planning and marketing planning
• Distinguish major steps in involved in strategic marketing planning
• Identify strategic sales force decisions and their implication to selling and sales
management
5.3
Key subtopic
• Planning process
• Overview of Strategic management planning
• Sales and marketing planning
• The place of selling in the marketing planning
• Strategic sales force decisions
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LECTURE SIX: TERRITORY MANAGEMENT AND TIME MANAGEMENT
6.1
Overview
Sales force productivity is partly affected by increasing sales cost. Territorial
Management is an aspect to reduce these costs. Sales executive improve productivity by
increasing the time spent by sales force face to face with customers.
6.2
Learning objectives
At the end of this lecture you should be able to:
• Define sales territory management
• Describe main steps for generating a new account
• Describe four methods for setting account priorities and indicate when each
method should be used
• Design and explain the importance of work schedule to sales personnel
6.3
Key sub-topics
• Generating new accounts
• Managing existing accounts
• Setting accounts priorities
• Time management in selling
LECTURE SEVEN: SALES FORECASTING AND BUDGETING
7.1
Overview
This course depicts an important part of sales manager which is to make forecasts for the
future. Forecasting sales include two major techniques which are qualitative sales
forecasting and quantitative sales forecasting. After that sales manager will undertake
sales budgeting
7.2
Learning Objectives
At the end of this lecture you should be able to:
• Explain the qualitative technique for Sales forecasting
• Explain the quantitative technique for sales forecasting
• Identify how the sales budgets facilitate smooth running of an organization
• Discuss on Sales budget and the approaches used
• Comprehend on the purpose of sales budget
7.3
Key sub-topics
• Qualitative sales forecasting
• Quantitative sales forecasting
• Sales budget
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LECTURE EIGHT: SALES QUOTA
8.1
Overview
Sales management set quota and specify desired performance levels for sales volume
such as budgeting items expenses. Quotas are set for sales regions or marketing unit or
districts or individuals. They are intended to stimulate performance and evaluation. This
lecture includes objectives and types of sales quota.
8.2
Learning Objectives
At the end of this lecture you should be able to:
• Define the sales quota
• Synthesize objectives of sales quota
• Identify types of Quota
• Describe the reasons for not using sales quota
8.3
Key Sub- Topics
• Objectives of sales quota
• Types of sales quota
LECTURE NINE: SALES FORCE ORGANIZATION
9.1 Overview
Sales force organization is one of management function which associate types of sales
force organization; product, sales force and customers. Also it involves determining the
number of salespeople needed may be accomplished by the workload approach.
9.2 Learning Objectives
At the end of this lecture you should be able to:
• Describe the guiding principle underlying sales force organization
• Identify basic type of sales force organization
• Demonstrate how to set up sales organization
• Explain the advantage and disadvantage of various sales force organization
structure
• Compute the number of sales people by using workload approach
9.3 Key sub-topics
• Types of sales force organization structure
• Setting up of sales organization
• Organization principles
• Workload Approach
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LECTURE TEN: RECRUITMENT
10.1 Overview
A carefully planned and systematic recruitment of the sales force is highly essential for
the successfully implementation of sales programs. Recruitment facilitate candidate to
apply for a sales representative position.
10.2 Learning Objective
At the end of this lecture you should be able to:
• Explain the concept of recruitment
• Explain the components of recruitment plan
• Describe the various criteria used for sales job
• Identify different sources of sales force recruits
10.3
Key sub topics
• Meaning of recruitment
• Recruitment plan
• Sources of sales force recruits
LECTURE ELEVEN: SELECTION
11.1 Overview
A carefully planned and systematic recruitment of the sales force is highly essential for
the successfully implementation of sales programs. Selection is the process that involves
selecting few out of many who applied for the job. In this lecture you will find key issues
addressed such as the selection process, advantage and draw backs related to sales force
selection.
11.2 Learning Objectives
At the end of this lecture you should be able to:
• Recall the meaning of selection of the sales force
• Describe the selection process
• Discuss the advantage and drawbacks of tests and procedures related to selection
• Suggest different types of questions to be included during interview
11.3 Key sub topics
• Concept of selection
• Selection process
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LECTURE TWELVE: SALES TRAINING DEVELOPMENT AND COACHING
12.1 Overview
Training and coaching are vital in management function for successful performance of
the sales activities. Training programs includes various factors such as company culture
and product. The student will be exposed with importance of sales training, purpose and
methods of evaluating training results.
12.2 Learning Objectives
At the end of this lecture you should be able to:
• Identify the importance of sales training
• Define the purpose of sales training
• Explain the contents of good training programs
• Describe the different methods for evaluating training results
12.3
Key sub-topics
• Objectives of Sales training
• Contents of good training programs
• Methods for evaluating training results
LECTURE THIRTEEN: MOTIVATION
13.1 Overview
Motivation to sales force is very essential to the success of the organization as it promises
efficient on the job. This lecture entails the concept of motivation, theories of motivation
and recognition programs.
13.2 Learning Objectives
At the end of this lecture you should be able to:
• Define the concept of motivation
• Explain certain motivation theories in the context of selling
• Explain how and why individual needs differ
• Describe how to design incentives and recognition programs and their limitation.
13.3
Key sub topics
• Meaning of Motivation
• Needs for Motivation
• Maslow’s hierarchy of needs
• Herzberg’s dual Factor
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LECTURE FOURTEEN: COMPENSATION
14.1 Overview
When compensation is well it planed motivates the sales force to perform the selling
activities in the most productive manner. This includes different methods of
compensation plan are discussed, the latter include; namely salary, commissioned only
and salary plus commissions.
14.2 Learning Objectives
At the end of this lecture you should be able to:
• Identify the requirements for a good sales compensation plan
• Identify types of compensation methods
• Describe the varieties of fringe benefits
• Identify the factors affecting compensation plan
14.3
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Key sub topics
Compensation plans
Fringe benefits
LECTURE FIFTEEN: LEADERSHIP IN SALES MANAGEMENT
15.1 Overview
Leadership concept in sales management is not so different from other discipline. In this
lecture you will be exposed to the fact that leadership generates good performance to
sales team as it increase personal rewards. You should also examine the characteristics of
a good leader and determine leadership styles by situation.
15.2 Learning Objectives
At the end of this lecture you should be able to:
• Explain the meaning of Leadership
• Identify the characteristics of a successful leader
• Determine the appropriate leadership style in a particular situation
• Discuss what is involved in conducting a sales meeting
15.3
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Key sub topics
Leadership concept
Leadership styles
Characteristics of a good sales leader
Sales meeting
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LECTURE SIXTEEN: SALES EVALUATION
16.1 Overview
Sales evaluation entails the measuring of results from the sales effort. This includes a
comparison between sales goals and objectives. This lecture identifies the factors that
equip the evaluation process. Also includes the importance of information in this process
and the techniques for sale force performance.
16.2 Learning Objectives
At the end of this lecture you should be able to:
• Explain the meaning of sales force evaluation
• Demonstrate the sales force evaluation process
• Analyze the role of information in sales evaluation process
• Compute quantitative and qualitative measures of performance
• Discuss criteria used for determining sales performances
16.3
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Key sub topics
Sales evaluation
Sales evaluation process
Quantitative performance measure
Qualitative performance measure
LECTURE SEVENTEEN: MANUFACTURER’S SALES FORCE AND
NETWORK RELATIONS
17.1 Overview
Network relations are essential for sales forces while attaining their activities and entail
the building of reputation with final buyers. Manufacturer’s salespeople play a major role
in their distributive outlets where as it has objectives to sell manufacturer’s product at a
profit.
17.2 Learning Objectives
At the end of this lecture you should be able to:
• Explain the concept of manufacturer sales force
• Integrate the role of manufacturer’s sales forces
• Describe the objectives of manufacture-distributive network cooperation
• Identify the role of agency in sales management
17.3
Key sub topics
• Manufacturer sales force
• Distributive network relations
• Agency in Sales management
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LECTURE EIGHTEEN: INTERNET AND IT APPLICATION IN SELLING AND
SALES MANAGEMENT
18.1 Overview
This lecture involves new developments of Information Technology as impacted selling
and sales management. This includes applications of Customer relationship Management
software and Sales Force Automation. These changes from traditional to modern IT
applications are improved as day goes which is a challenge to the selling and sales
management.
18.2 Learning Objectives
At the end of this lecture you should be able to:
• Demonstrate the evolution of Information technology in selling and sales
management function
• Apply the various electronics means in procurement
• Evaluate of Information technology in Customer relationship management
• Describe how sales force automation software is used to support the sales function
in many organizations
• Explain the impact of internet on selling and sales management
18.3
Key sub topics
• Information technology
• E-procurement
• Sales Force Automation
• Customer Relationship Management
LECTURE NINETEEN: SALES ETHICS
19.1 Overview
Ethical issues in sales management provides a moral outline which guide sales people in
their day to day contacts with customers. This lecture includes the concept of sales ethics,
its importance and the ethical problem that encounters sales managers and sales
personnel.
19.2 Learning Objectives
At the end of this lecture you should be able to:
• Define the term ethics
• Identify common sales ethical issues
• Identify the importance’s of ethical issues in sales management
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19.3
Demonstrate how to make decision when encountering ethical problems
Discuss how to build a sales ethics program
Key sub topics
• Ethical issues
• Sales ethics program
• Ethical dilemmas
LECTURE TWENTY: INTERNATIONAL SELLING
20.1 Overview
The last lecture in sales management will help you to understand and how to associate
you to comprehend on how sales job is done across borders. Apart from that economic
aspects and cultural factors for international selling will be discussed. At international
level, strategy formulation, organization, and sales control must include the economic and
cultural factors.
20.2 Learning Objectives
At the end of this lecture you should be able to:
• Explain the key economic aspects relating to international trade
• Describe cultural factors in international selling
• Describe the organization for international selling
• Explain how to formulate sales strategies at the national level
• Discuss the sales presentation in international selling
• Identify the salesperson evaluation and control methods
20.3
Key subtopics
• Economic aspects in international trade
• Cultural factors in international selling
• Sales strategies
• Sales presentation in international selling
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REFERENCES
Main reading;
Churchill Jr. G.A et al (1997), Sales Force Management, 5th Ed, Irwin, Chicago
Dalrymple D.J et al (2005), Sales Management; Concepts and Cases, 7th Ed, John Wiley
and Sons Inc, New Jersey
Jobber D. and Lancaster G. (2003), Selling and Sales Management, 6th Ed, Prentice Hall,
London.
Sahul P.K and Raul K.C (2003), Salesmanship and Sales Management, LTD,3rd ed.
VIKAS Publishing House PVT, New Delhi
Funtrell C.M, (1996) Fundamentals of Selling; Customers for life 6th Ed, McGraw-Hill,
Boston.
McCarthy J.E and Perreanult W.D (2005), Basic Marketing; A global Managerial
Approach 15th Ed McGraw Hill, New York.
Reardon J. and Hasty R. (1997), Retail Management, McGraw-Hill, Boston.
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