NMIMS – SBM : Teaching Plan ( Course Description )

Course Title​ : Sales Management

Name of Instructor​ : Professor Vivek Subramanian

Credit Value​ : 3 Credits

Program and Trimester​ : FT MBA II Yr Trimester V

Courses that are pre-requisites for this course​ : Desirable, but not essential - Marketing Management I & II.

Course Learning Objectives :

CLO 1)​ Students will learn aspects of roles, structures, and processes in the
management of sales in different types of businesses, and be able to apply this
learning in analysing and understanding sales management in
organizations. (PLO 2a)

CLO 2)​ Students will learn to critically analyse and understand sales processes,
planning and review mechanisms, and sales performance metrics in the context of
business priorities (PLO 2b and 3a)

CLO 3)​ Students will understand the key issues and challenges in managing people in the
sales organization and in its structure (PLO 2a)

Course Learning Outcomes:

1) The course will equip students to analyse and understand roles, processes, and mechanisms for planning in the sales
function, in order to learn the principles and approaches for effective sales management.

2) The course will acquaint the students with metrics, tools and frameworks for sales
analysis and provide an understanding of the key performance areas in sales
management.

3)The course will equip students with an understanding of important dimensions

relating to management of people in the sales organization, aspects of the sales
organization structure, and management of relationships with customers

Course Description:

The course will cover learning in the area of sales management in

manufacturing organizations that market products ranging from durables to FMCG
products in consumer markets. The applicability of these principles of sales
management in business markets (mainly industrial products) will be
covered by exception.

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Session Topic Pre- reads Agenda for
no. the class

1 Introduction to Sales Management: Recommended reading- Lectures and

Roles and processes in frontline sales Pages 47 – 54: ‘Recrafting Go to Class
management Market’ Discussions
– the FMCG businesses.
https://media-publications.bcg.com
/india/Re-Imagining-FMCG-in-Ind
ia.pdf
2 Roles, processes and sales approaches in Lectures and
frontline sales management of the Class
dealer-network and different types of Discussions
customers – ​the Consumer Durables and
B​ ​B businesses
3 Managing sales efforts and deliveries - Pages 171 -183 : ‘Sales Analysis for Lectures and
review and measurement methodologies managerial decision making’ Class
Sales Management – Leadership, Discussions
Innovation, Technology : Mark W
Johnston and Greg W Marshall,
Routledge

4 Complementing and Supporting Sales Efforts Pages : 373-391 Lectures and

- Managing costs, margins and areas of Sales Management – Leadership, Class
operating efficiency Innovation, Technology : Mark W Discussions
Johnston and Greg W Marshall,
Routledge

5 Strategic Annual Sales Planning –
Planning sales at the organization level;
integrating cross-functional and organization
priorities in sales planning
Pages : 137-148 : The strategic role of Lectures and
information in sales management. Class
Sales Management – Leadership, Discussions
Innovation, Technology : Mark W
Johnston and Greg W Marshall,
Routledge

6 Planning for Market Share gain – Pages : 149 – 155. Lectures and
Understanding customer-level sales audits Sales Management – Leadership, Class
for planning based on potential; linking plans Innovation, Technology : Mark W Discussions;
and resources. Johnston and Greg W Marshall, Illustrative
Routledge development
of a plan
7 Case – to be announced Case Analysis
and
Discussion
8 Sales force sizing – Pages 157-161: Determining Sales Force Lectures and
analyzing and developing alternative Size Class
frameworks for sales force sizing Sales Management – Leadership, Discussions ;
Innovation, Technology : Mark W In-class
Johnston and Greg W Marshall, illustrative
Routledge development

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 of sales force
size.
9 Design of Sales Territories – Pages 162-171 : Designing Sales Lectures and
designing and reallocating sales territories Territories Class
based on market potential and sales plans Sales Management – Leadership, Discussions
Innovation, Technology : Mark W
Johnston and Greg W Marshall,
Routledge

10 Case – to be announced Case Analysis

and
Discussion
11 Supervising the salesforce – Pages : 193 -217 –‘Salesperson Lectures and
Managing sales force role perception performance - Behaviour, Role Class
complexities while supervising sales Perceptions and Satisfaction’. Discussions;
personnel in-Class Group
Sales Management’ – Leadership, Exercises
Innovation, Technology : Mark W
Johnston and Greg W Marshall,
Routledge
12 Salesforce Management – Salesperson performance – Pages : Lectures and
Understanding sales force motivation for 223-242 : Motivating the sales force. Class
guiding and managing sales personnel Discussions;
Sales Management – Leadership, in-Class Group
Innovation, Technology : Mark W Exercise
Johnston and Greg W Marshall,
Routledge
13 Case – to be announced Case analysis Case
discussion
14 Sales organization structure – Pages : 105-131 Lectures and
Principles involved in designing sales Sales Management – Leadership, Class
organization structures based on type of Innovation, Technology : Mark W Discussions
business and product-channel combinations Johnston and Greg W Marshall,
Routledge

15 Sales Structures and Sales Management Pages : 139-146 Lectures and

involving specialized adjacent roles Sales Management – Shaping Future Class
Sales Leaders : Tanner , Honeycutt, Discussions
Erffmayer, Pearson

16 Case – to be announced Case analysis

and discussion
17 Sales Management : Business Customers​ - Pages : 50-58 -Organizational Buying Lectures and
strategies and approaches for existing and Process : the Buying Centre Class
new businesses Sales Management – Leadership, Discussions
Innovation, Technology : Mark W
Johnston and Greg W Marshall,
Routledge

18 Sales force performance and compensation Pages : 339-363 Lectures and

–frontline and managerial sales personnel Sales Management – Leadership, Class
Innovation, Technology : Mark W Discussions
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 Johnston and Greg W Marshall,
Routledge

19 Student project presentations and Project

discussions in class ---1 Presentations
and
discussions in
class
20 Student project presentations and Project
discussions in class ----2 Presentations
and
discussions in
class

Evaluation Pattern
Lectures, Cases, Discussions, Assignments, and use of frameworks and models

Specific % weight
assessments/methods age
Continuous assessment
Group Projects 20% Assessment : Rubric: CLO 1
Class Participation 10%
Case Analysis 20%
Group Assignments 10% Assessment : Rubric : CLO 2 & 3
Final exam 40% Assessment – Embedded : CLO’s
1, 2 and 3

Reading List:
Sales Management – Leadership, Innovation, Technology : Mark W Johnston and Greg W Marshall, Twelfth
Edition, Routledge, Taylor and Francis Group, New York and London, 2016

Reference List:
Sales Management – Shaping Future Sales Leaders : Tanner , Honeycutt, Erffmayer, Pearson – Second
Impression , 2012

Selling Building Partnerships, by Stephen B Castlebury, John F Tanner Jr, 12th Edition, McGraw Hill Irwin,
2011

Signature of Faculty

Area Chairperson Program Chairperson Dean

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