MANAGEMENT DEVELOPMENT INSTITUTE, GURGAON

PGPM (2018–2020) (Term IV)

Course: Sales & Distribution Management (SDM)
Instructor: Dr. Vibhava Srivastava
E-19, Scholar Building, 5342 (Extn)
vibhava.srivastava@mdi.ac.in

Course overview
The course on Sales & Distribution Management revolves around the “Place”, one of the 4Ps
of Marketing Mix. It reiterates the importance of sales and distribution function for any firm
wherein the sales personnel become the face of the firm as well as the connecting link with
the external customers. The roles of sales personnel, range from creating the demand to
meeting and multiplying the demand in a market. Thus the complexity involved in the said
function requires, not only the sales personnel but also the marketing personnel to get well-
equipped with the appropriate skills set so that the successful implementation of marketing
strategy can be achieved via effective sales and distribution processes.

Course Objectives
The course enables participants to:
▪ get equipped with conceptual and practical understanding of sales & distribution
function
▪ explore scenarios of direct vis-à-vis indirect modes of selling
▪ design, organise, manage, motivate and lead the sales force
▪ design and manage the channels of distribution and modify when necessary
▪ appreciate the role of sales & distribution function in the contemporary scenario
▪ understand the distribution system in the context of India

Text Book
Havaldar, Krishna K. & Cavale, Vasant M., Sales and Distribution Management: Text and Cases,
3rd Edition, McGraw Hill Education, India*.

Reference Books
• Bert Rosenbloom, Marketing Channels (8e), Cengage Learning: India.
• Ingram et al, Sales Management: Analysis and Decision Making (6e), Cengage Learning:
India.

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 • Richard R. Still et al, Sales Management: Decision, Strategy and Cases (5e), Pearson:
India.
• William L. Cron & Thomas E. Decarlo, Sales Management: Concepts and Cases (10e),
Wiley: India.

Pedagogy
The course shall be covered predominantly through case studies, theoretical and practical
discussions and projects. Students would have to form groups to work on various
assignments. They are required to study the background readings and analyse the case before
the session in which a case is scheduled. There will be one term-long group project. Students
will be marked on the creative approach, depth of research and presentation. The periodic
unannounced quizzes based on the readings and cases will be administered to check on the
level of preparedness. Any member of a group may be asked to present Case Analysis or
the Project on behalf of the group, so all group members need to be fully prepared.

Evaluation plan
Case Analysis and presentation 15%
Quizzes 15%
Project – Submission and Presentation 20%
Mid Term Examination 20%
End Term Examination 30%

Group Project: Guidelines

• Step 1: The premise of the project should be sales and distribution function of a
firm. In this regard, a firm should be selected as point of reference.
• Step 2: Explore the scenario which seems problematic for the said firm (one can refer
to chronology of events with respect to the firm)
– Identify symptoms; Suggest the PROBLEM and draw the PROBLEM STATEMENT
• Step 3: Carry out the study:
– Data collection: Primary and/or Secondary
– Data analysis: Quantitative and/or Qualitative
• Step 4: Develop alternatives
– Mapping with concepts/theories/tools
– Pros and Cons of respective alternative
• Step 5: Recommend the appropriate alternative(s); and
• Step 6: Suggest the respective course of action to implement

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Project Report (a suggestive outline is given below)
• Firm: Situation Analysis
– 5C’s Analysis: Context; Company; Competitor; Customer; Collaborator /
Complementer
• Problem: Symptoms
• Problem Statement
• Data Set (Primary and/or Secondary)
• Analysis (Quantitative and/or Qualitative)
• Alternatives: Pros and Cons
• Recommendations and course of action to implement the same
• Bibliography

The schedule for the Project submissions are as under, and delays would result in deduction
of marks:

1. Submission of group members names Beginning of 2nd Session

2. One page report giving Company name, project title, scope & Beginning of 6th Session
methodology
3. Project Report (Preliminary): It should comprise of Situation Beginning of 12th Session
Analysis, Problem Symptoms and Problem Statement.
4. Project Report (Final) One day before the 19th session

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 SESSION PLAN

Session Topic Readings

• Ending the War between Sales &
Sales & Distribution Management:
1-3 Marketing
Prologue and Overview • Chapter 1 & 9*

Sales Planning • Chapter 3*

4 • Estimating Market Potentials
• Case**
• Forecasting Sales
• Chapter 1 & 2*
• The Tests of a Good Salesperson
5 Personal Selling • Breadth of a Salesman
• Case**
Sales Force Management: Structures
6 • Chapter 5*
and Functions
Organising Sales Force • Chapter 4 & 5*
7-8 • Sizing the Sales Force • Case**
• Sales Territories
Managing Sales Force: Leading and • Chapter 6*
9-10
Motivating • Case**

Mid-term Examination
Managing Sales Force: Controlling • Chapter 7*
11 • Sales Force Effectiveness • Case**
• A Note on Direct Selling in Developing
12 Direct Selling Economies
• Case**

Distribution Management: Marketing

13 • Chapter 9 & 10*
Channels
• Chapter 11 & 12*
14 Channel Participants • Case**

Designing and Setting up Distribution • Chapter 13*

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Channels • Case**
• Chapter 14*
Channel Management • Channel Management: Are you tough
16-18 • Modifying Channels enough to manage your channels?
• Managing Channel Conflict • Channel Conflict: When is it Dangerous?
• Case**

19-20 Group Project Presentations

*Text Book
** to be given before the respective session

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 PGPM/LG3: ANALYTICAL AND INTEGRATIVE THINKING

The student demonstrates sound knowledge of analytical methods, and demonstrates ability for integrative
thinking. The student shall be able to identify symptoms and key factors, and define business problems using
the key facts, analyze those using analytical techniques, and integrate dimensions of the analysis. The student
is able to propose potential alternative solutions, evaluate them, and recommend an appropriate solution.

Unsatisfactory (0-under Satisfactory (4 - under 8) Exceeds Expectations (8

4) - 10)

LO1. Be able to identify Identify very few/
symptoms and key factors unimportant symptoms,
of the business problem. and/or factors affecting
Clearly define a business the business problem, and
problem using key facts. therefore in-appropriately
define the business
problem.
Identify adequately the Identify all/ not-so-
symptoms and key factors obvious symptoms and
of the business problem, key factors of the
and therefore business problem, and
appropriately define the therefore clearly define
business problem using the business problem
the key facts. using the key facts.

LO2. Be able to critically Not able to appropriately
analyze defined business analyze the defined
problem using analytical business problem.
techniques, models, or Inadequate
frameworks in order to demonstration of
integrate different analytical thinking in
aspects of business. context of the business
problem
Be able to analyze the Be able to critically
defined business problem analyze the defined
using appropriate business problem using all
analytical technique(s), appropriate analytical
model(s) or framework(s) techniques, models, or
and adequately integrate frameworks and integrate
the analysis. the analysis very
cohesively for decision
making

LO3. Be able to propose Not able to propose any,
potential alternative or propose inadequate/
solutions, evaluate them inapplicable potential
and recommend an solution(s) to the business
appropriate solution problem which may not
necessarily be feasible/
optimal
Be able to propose at Be able to draw out
least two potential multiple potential
alternative solutions, alternative solutions from
evaluate them and the business analysis, and
provide self not only evaluate them
recommendation but propose a strong
recommendation with
future implications

PGPM/LG5: FUNCTIONAL COMPETENCY

Each student acquires the knowledge of at least one specific functional area, and relates it with other
functional areas. Each student shall be able to understand and explain fundamental frameworks/concepts/
competencies of the functional area and their application on overall management decision making. The student
shall also be able to analyze and relate the functional knowledge with other functional areas.

Unsatisfactory (0-under Satisfactory (4 - under 8) Exceeds Expectations (8

4) - 10)

LO1. Be able to Demonstrate a generic Able to demonstrate Able to demonstrate a

demonstrate functional and inadequate adequate understanding superior understanding
competency in identifying understanding of the of the fundamental of the fundamental
and analyzing business fundamental frameworks/ frameworks/concepts/ frameworks/concepts/
problems and concepts/ competencies competencies of the competencies of the
recommending solutions. of the functional area. functional area and its functional area and its
application on overall application on overall
management decision management decision
making. making.