Sales Management Plan Rubric for Weekend, Day and

Evening formats
Sales Management Plan Rubric for Weekend, Day and Evening formats

Question

Sales Management Plan Rubric for Weekend, Day and Evening formats

TITLE OF RUBRIC: Sales Management Plan

Course: MKT 5210
LEARNING OUTCOME/S: CC 5, CC
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Sales Management Plan Rubric for Weekend, Day and Evening formats

Question

Sales Management Plan Rubric for Weekend, Day and Evening formats

TITLE OF RUBRIC: Sales Management Plan

Course: MKT 5210
LEARNING OUTCOME/S: CC 5, CC 6, CC 8
Date:
PURPOSE: To create value for the targeted
Name of Participant:
product/service
VALIDITY: Marketing best practices
Name of Rater:
COMPANION DOCUMENTS: APA style manual, Marketing
Earning maximum points in each box in ‘PROFICIENT’ column and / or
points in columns to the right of ‘PROFICIENT’ meets standard.
Earning MAXIMUM points in a column equals an overall rating of that column
<<<<<<<<<< less quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . more quality >>>>>>>>>>

Performance
Criteria

Develops
strategic content
(CC 5)

Organizes plan
effectively
1 / 20
Basic
(5 points)

Developing
(10 points)

Proficient
(15 points)

Accomplished
(20 points)

Exemplary
(25 points)

Attempts to
Develop
strategic
content.
(3 points)

Develop
strategic plan
based on
market
analysis.
(5 points)

Demonstrates
reasonable
level of
strategic
thinking and
applies most
key concepts.
(7 points)

Does not
organize or
format the
plan.
(1 points)

Somewhat
organizes and
formats the
plan.
(3 points)

2 / 20
Generally
follows
outline and
formats
accordingly.
(5 points)

Does not write

in complete
sentences,
numerous
spelling
errors. Fails
to use APA.

Occasional
errors in
grammar and
spelling. Uses
APA with
frequent
errors.

Uses proper
spelling and
grammar.
Writes with
clarity.
Uses APA
style with few

Substantially
organizes the
plan
components
and formats
the
information.
(7 points)
Uses proper
spelling and
grammar.
Shows
elements of
creativity.
Uses APA with

Demonstrates
high level of
3 / 20
strategic
thinking and
applies all
key concepts
and
integrates
with core
concepts.
(8 points)
Thoroughly
and concisely
addresses
each outline
component
and clearly
formats the
information.
(8 points)
Uses proper
spelling and
grammar.
Writes
clearly and
creatively
throughout

Does not
develop
strategic
content.
(2 points)

(CC 5)
Writes at the
graduate level.
(CC 6)

Score

(1 points)

Applies Ethical
Approaches to
Global Business
Problems
(CC 8)

(2 points)

4 / 20
errors.
(2 points)

slight errors.
(3 points)

Does not apply

ethics
(1 point)

Attempts to
apply ethical
standards
(2 points)

Applies
ethical
approaches
in some cases
(3 points)

Applies ethical
approaches to
global
problems
(3 points)

paper.
Correct use
of APA.
(4 points)
Applies
ethical
approaches
to global
problems and
offers
optimal
solutions
(5 points)

OVERALL GRADE (adds all earned points and converts raw score to percent):

Comments: _All modalities

with the exception of the online version are worth 25

points_____________________________________________________________________
5 / 20
__________________________________________________________________________
__________________________________________________________________________
______________________________

Sales Management Plan Rubric for Online Course

TITLE OF RUBRIC: Sales Management Plan– Online
Version
LEARNING OUTCOME/S: CC 5, CC 6, CC 8
PURPOSE: To create value for the targeted
product/service
VALIDITY: Marketing best practices
COMPANION DOCUMENTS: APA style manual

Course: MKT 5210

Date:
Name of Participant:
Name of Rater:

Earning maximum points in each box in ‘PROFICIENT’ column and / or

points in columns to the right of ‘PROFICIENT’ meets standard.
Earning MAXIMUM points in a column equals an overall rating of that column
<<<<<<<<<< less quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . more quality >>>>>>>>>>

Performance
Criteria

Develops
strategic content

Basic
(2 points)

Developing
(8 points)

Proficient
(10 points)

Accomplished
(15 points)

Exemplary
(20 points)

Does not
develop
strategic
content.

6 / 20
Attempts to
Develop
strategic
content.
(2 points)

Develop
strategic plan
based on
market analysis.
(4 points)

Demonstrates
reasonable
level of
strategic
thinking and

Demonstrates
high level of
strategic
thinking and
applies all

Score

(CC 5)

(0 points)

applies most
key concepts.
(5 points)

Does not
organize or
format the
plan.
(0 points)

Somewhat
organizes and
formats the
plan.
(2 points)

Generally
follows
outline and
7 / 20
formats
accordingly.
(4 points)

Writes at the
graduate level.
(CC 6)

Does not write

in complete
sentences,
numerous
spelling
errors. Fails
to use APA.
(0 points)

Occasional
errors in
grammar and
spelling. Uses
APA with
frequent
errors.
(1 point)

Uses proper
spelling and
grammar.
Writes with
clarity.
Uses APA
style with few
errors.
(2 points)

Substantially
organizes the
plan
components
and formats
the
information.
(5 points)
Uses proper
spelling and
grammar.
Shows
elements of
8 / 20
creativity.
Uses APA with
slight errors.
(2.5 points)

Applies Ethical
Approaches to
Global Business
Problems
(CC 8)

Does not apply

ethics
(0 points)

Attempts to
apply ethical
standards
(1 point)

Applies
ethical
approaches
in some cases
(2 points)

Applies ethical
approaches to
global
problems
(2.5 points)

Organizes plan
effectively
(CC 5)

key concepts
and
integrates
with core
concepts.
(7 points)
Thoroughly
and concisely
addresses
each outline
component
and clearly
formats the
9 / 20
information.
(7 points)
Uses proper
spelling and
grammar.
Writes
clearly and
creatively
throughout
paper.
Correct use
of APA.
(3 points)
Applies
ethical
approaches
to global
problems and
offers
optimal
solutions
(3 points)

OVERALL GRADE (adds all earned points and converts raw score to percent):

Comments: _

Online version is worth 20

points_____________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
_________________

Case Analysis Rubric

TITLE OF RUBRIC: Sales Management Case Study
LEARNING OUTCOME/S: See attached (CC 2, CC6,
CC7, CC8)
PURPOSE: Applying sales management theory to
practice and consistently using Sales Management
VALIDITY: Sales Management Best Practices
COMPANION REFERENCE: Case Studies

Course: MKT 5210

Date:
Name of LP:
Name of IS:

10 / 20
Earning maximum points in each box in ‘PROFICIENT’ column and / or
points in columns to the right of ‘PROFICIENT’ meets standard.
<<<<<<<<<< less quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . more quality >>>>>>>>>>

Performance
Criteria

Basic
(0 points)

Developing
(2 points)

Proficient
(3 point)

Accomplished
(4 points)

Exemplary
(5 points)

Does not
identify the
problem

Identifies a
symptom

Identifies a
significant
problem

Identifies a
critical problem

Effectively
identifies the
crucial problem

Does not
present
analysis

Vaguely
analyzes
material

Generally
11 / 20
analyzes the
situation

Analyzes some
key factors

Insightfully
analyzes key
factors

Does not use

designated
format or
standard

Does not
write clearly
or in an
organized
format

Uses effective
format, style,
grammar,
punctuation,
and references

Uses effective
format and
writes at the
graduate level

Uses effective
format and writes
at the publishable
level

Evaluates
Solutions/
Selects Optimal
(CC7)

Selects
without
evaluation

Selects with
little
evaluation
12 / 20
Evaluates
alternatives and
selects one

Evaluates
alternatives and
explains
rationale for
selection

Evaluates
alternatives,
provides rationale,
and selects optimal
solution for the
main problem

Applies Ethical
Approaches to
Global Business
Problems
(CC 8)

Does not
apply ethics

Attempts to
apply ethical
standards

Applies ethical
approaches in
some cases

Applies ethical
approaches to
global problems

Applies ethical
approaches to
global problems
and offers optimal
solutions

States Problem
Effectively
(CC 2)
Analyzes the
situation
13 / 20
(CC 2)
Writes at the
Graduate
Level
(CC 6)

OVERALL GRADE

________4 cases per term for online 20 points total, 5 points each and 5
cases for other formats for a total of 25
points_____________________________________________________________________
Comments:

Score

__________________________________________________________________________
_____________________________________________________________

Participation Rubric for online course

TITLE OF RUBRIC: Participation Rubric
LEARNING OUTCOME/S: Applies to all course
competencies
PURPOSE: Demonstrates active participation in
learning.
VALIDITY: Represents best practices in higher
education.
COMPANION DOCUMENTS: None

Course: MKT 5210

Date:
Name of Student:
Name of Instructor:

‘PROFICIENT’ column meets minimal standard.

<<<<<<<<<< less quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . more quality >>>>>>>>>>

Performance
Criteria

Basic
(0 points)

Developing
(.5 points)

Proficient
(1 point)
14 / 20
Accomplished
(1.5 points)

Exemplary
(2 points)

Participates
and
contributes to
learning

Does not
participate or
contribute
much. Does
not complete
assigned
posts/chats.
Does not
communicate
clearly and/or
demonstrate or
apply key
concepts.

Minimally
participates
and/or
demonstrates a
few key
concepts.
Completes
most assigned
posts and
chats. Can
communicate
in a clear and
logical manner.

Generally
contributes in
timely and
relevant
manner.
Meets
minimum
number of
assigned
postings and
15 / 20
chat sessions.
Demonstrates
and applies
key concepts.
Writes clearly
and logically.

Contributes
substantially to
posts/chats.
Demonstrates
and applies
most key
concepts in a
strategic
manner. Almost
always writes
clearly and
logically.

Participates
with high
quality and
number of
posts and
chats.
Demonstrates
and applies all
key concepts
by strategically
integrating
them with core
concepts.
Communicates
very
effectively.

OVERALL GRADE:

Comments: Discussion Board grades are given for each of the 8 weeks of participation for a
total of 16 points
for
theterm.
_______________________________________________________________________

________

Score

16 / 20
%

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MKT 5210 Course Project Case and Directions (Online)(2) (1).doc

MKT 5210 (Online) Course Project

Sales Account, Management, and Design Plan

HART HOSPITAL EQUIPMENT, INC.*

The Company
Hart Hospital Equipment, Inc. (HHE) manufactures and sells medical care equipment to
hospitals, surgi-centers and emergency rescue teams. In the past, the bulk of the company’s
revenues came from the sales of defibrillators (devices that use an electric shock to jolt a heart
into beating again) and EKG machines (devices to analyze cardiac functions). However, two
years ago, Hart released its first line of monitors (devices to track vital body functions). Monitor
sales have grown so rapidly that they now constitute over 50% of total HHE sales. Hart has
another high-potential product, a pacer, in the pipeline. It is scheduled for release in June, 2012,
a little more than a year from now. The pacer maintains cardiac functions for up to twenty
minutes, giving physicians time to determine appropriate treatment for cardiac arrest victims.
Since Hart’s pacer will be the first in the industry, high sales volume will depend on the sales
force’s ability to develop physician awareness and acceptance.
Hart’s philosophy of developing innovative products, marketing them through well-trained sales
representatives, and providing excellent service, has led to a strong position in the defibrillator
and monitor markets. Sales in 2009 reached $71 million, nearly a 42% increase over 2008, and
this year’s sales look like they will be 15% higher, due to monitor performance. Tough
competition is slowing growth rates in the current product lines, but the introduction of the pacer
should boost next year’s sales an additional 22%, to $100.5 million. Hart’s stockholders are
delighted with their hefty dividends.
Hart’s R&D and production departments are proud of their successful products. But Hart’s
marketing department worries whether the current size and structure of it sales force will
optimize sales.

The Sales Force

The field force is Hart’s main vehicle for product promotion. Not only has it proved to be by far
the most effective way of conveying information, but Hart has also attracted and kept customers
because of the service that its sales force provides. Field force expenditures account for nearly
75% of HHE’s marketing budget. The remaining disbursements cover journal advertisements,
17 / 20
direct mail and conventions. Hart’s sales force costs approximately 13% of total sales, two
percentage points lower than the industry average.

*Adapted with permission from Andris A. Zoltners, Ph.D.

The HHE field force consists of 93 sales representatives: 87 who have geographically
determined territories and si who cover only national accounts. The geographically-based
representatives report to district managers who, in turn, report to regional managers. There are
three regions, each with three districts and 29 representatives. The six national account
representatives report to the national account sales manager. The regional sales managers and
national account manager report to the Vice President of Sales. As Hart’s sales have
multiplied,
so has the number of territory-based representatives. The number of national account
representatives has remained constant for the past three years.
Hart’s sales force has high visibility in the firm as well as within the industry. It is well
compensated and well-trained because of the complex skills needed to sell its equipment. For
example, it takes six to 12 months before a newly-hired representative becomes truly effective
in
selling defibrillators, EKG machines, and monitors. Management expects that representatives
will require even more training before they can sell pacers well, because in addition to mastering
the equipment, they also must be able to explain conceptual issues to cardiologists who have
never before used this type of device. Pacer training programs will therefore begin in six
months.

The Market
Hart’s customer base can be divided into hospital and pre-hospital users. The pre-hospital
market consists mainly of Paramedics, Emergency Medical Technicians (EMTs), and
surgicenters. A further division in HHE’s customer base can be made between contract and
noncontract hospitals. The entire per-hospital market is served locally, but a steadily increasing
number of hospitals that HHE sells to belong to national account purchasing groups. In its
national account agreements, Hart offers discounts on equipment to national buying groups.
The
discounts, ranging up to 10%, are tied to the quantity of equipment purchased by the account’s
members. In some cases, hospital buying groups have only one national account supplier per
product. The degree of contract compliance depends on whether the purchasing group is
proprietary or voluntary. Proprietary arrangements are the stricter of the two since the hospitals
that belong to such groups are centrally owned. In voluntary groups, winning a national contract
can be equated with qualifying for the championships, not earning the trophy. Purchasing
agents
for voluntary groups negotiate discounts, distribute lists of national account suppliers, and
encourage each member hospital to buy from the listed companies. However, members are
under no obligation to do so.
National account representatives work closely with local representatives who pressure voluntary
hospitals to follow the centrally-made recommendations. Local sales force activity is also
essential to successfully covering proprietary hospitals. Representatives make sure that certain

*Adapted with permission from Andris A. Zoltners, Ph.D.

types of equipment are budgeted and that Hart products are picked when competitors also have
18 / 20
contracts. Currently 47% of total selling effort tis devoted to national account hospitals.

The Competition
Hart’s slow growth in the mature defibrillator and EKG markets can be attributed to stiff
competition. Furthermore, in the past year, Hart has taken sales force effort away from EKG
machines and defibrillators and focused it on monitors. The strategy of increasing monitor share
is based on two points. First, the competition in the monitor market is still relatively weak, and
hence there are significant opportunities to grow the business. Second, hospital and pre-
hospital
buyers are, with increasing frequency, purchasing all of their equipment from one manufacturer.
It is felt that, due to their complexity and importance, monitors will become the base system that
will determine other purchases. Nonetheless, Hart’s monitor sales are beginning to flatten.
Competing monitors are beginning to beat Hart’s products on price. Hart’s edge on quality is
expected to erode in two years when its leading competitor is expected to introduce a higher-
tech
line. Therefore, Hart expects future growth to come largely from its pacers, which have a first
twelve month sales forecast of $12 million. The pacers’ advantage is that no competitive
products are expected to enter the market for at least two years. Thus Hart plans to capture the
market before competitors have a chance to make inroads.

The Plan
Faced with level sales in its two traditional product lines, growing sales in its new product line,
and a multi-million dollar forecast for its upcoming pacer line, HHE sales and marketing
executives have made the following decisions for its sales force size and structure…….
==============================================================
YOUR ASSIGNMENT:
You are to assume the role of Hart’s sales executives and provide “The Plan” by making the
following decisions:
1. What is your recommendation for total number of sales representatives?
2. What are your recommendations regarding sales force structure?
NOTE: You must include your rationale and support each of your decisions/ comments.

*Adapted with permission from Andris A. Zoltners, Ph.D.

Suggested approach:
As described in our syllabus, this should be approached as an “ongoing” project. You must not
wait until the end of the semester and approach this like a “case analysis”. This is much more
than a case analysis…it is an 8-10 week project. So, I highly recommend that you approach this
project in sections that are intentionally aligned with each week of study and class material.
FORMAT:

15-20 double spaced pages in text length, not including cover page or Appendices

New Times Roman, 12pt font

Paper must be written according to APA style and be carefully referenced

You must include an abstract which is included in your total page count

19 / 20
 *Adapted with permission from Andris A. Zoltners, Ph.D.

Sales Management Plan Rubric for Weekend, Day and Evening formats

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