IBS Hyderabad

Academic Year – 2023-24

Course Handout

Course Name: Sales and Distribution Management Semester: III

Faculty Name: Dr. Mukesh Kumar Mishra Email: mmishra@ibsindia.org

Mobile-7842785085
Cabin Number:C102
Consultation Hour:

Course description
The course aims to acquaint students with necessary knowledge and skills required for Sales and
Distribution Management functions in an organization. It also equips the student with necessary
leadership and decision-making skills required to succeed in an ever changing dynamic environment.

Course Objectives
At the end of the course the student must be able to …….

1. Discuss the process involved in successful selling in different industry contexts.

2. Demonstrate skills and knowledge required for successful selling.
3. Understanding customers, markets, & organizational processes from a sales management
perspective
4. Demonstrate team, decision making, and leadership skills required for successful sales in an
ever changing business environment.
5. Demonstrate necessary digital and analytical skills required for Sales Management function.

Expected Learning Outcomes:

Upon completion of this course, students are expected to
1. Demonstrate the selling process.
2. Demonstrate understanding of the sales management function and its relationship with the
overall business strategy of the organization.
3. Demonstrate adequate understanding of the Distribution Management function in an
organization
4. Exhibit adequate competency in tabulating, analyzing, drawing inferences, and making
effective presentations.
5. Exhibit necessary understanding of team dynamics and taking decisions under pressure.
6. Demonstrate adequate understanding of making effective business proposals.

Recommended Text Book:

1. Tapan K Panda, Sunil Sahadev, Sales and Distribution Management, 3rd edition, Oxford
press

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Detailed Course Outline

Activity ( Learning Objectives Technological
Case Tools
Topic /
discussion / Case / Article source Chapter
Session Area
role play/ and details Reading
Covered
analysis
exercise)
• To discuss the HBS Article
role of Sales Adapting your Sales
Introduction
and the Sales approach in a downturn
to Sales
1-2 Discussion manager in a Product Ch-1
Managemen
changing Number: H07BCJ-PDF-
t
business ENG
context.
• To discuss
different HBS Article
selling How to digitalize your
Selling
approaches sales organization
skills and
3 Discussion applicable to Product Ch-2
Selling
different Number: R2205H-PDF-
Strategies
business and ENG
industry
contexts.
• Examine the
best
practices/chall
enges of
scaling an
inside sales
model, usage
of inside sales
channel, HBS Case
Personal changing role
Case Qualtrics (A) HBS case
4-5 Selling of a sales Ch-3
Discussion # 518082(2018)
persons,
analyze the
sale process
(funnel),
relationship
between sales
management
and overall
firm strategy.

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Academic Year – 2023-24

• Ask the right

questions to Role Play during the
Negotiation uncover the Session
6 Discussion
customer’s Universal Air
needs and conditioners.
close the sale
• To understand
how to
formulate
common,
HBS Case
7-8 Sales compensation
Case Sales Force Integration
Organizatio plan when Ch-6
Discussion at FedEx (A)
n two
HBS case # 9-506-029
organization
with different
sales practices
merge.
• Explore the Excel
factors that
can increase
demand for a
consumer
product in an
emerging
market.
HBS Case
• Evaluate Cottle- Tayler:
options Expanding the Oral care
Case
9-10 related to group in India
Sales Discussion
product mix Ch-4
Forecasting and Analysis
and marketing HBS case # 4350
exercise
expenditures
at different Using Microsoft Excel
stages of for Sales Forecasting.
market
development.
Develop
marketing
plans and
income
statement
projections.

11
Test-1

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• To understand
long term/
short term
HBS Case
quota
• Pros and cons Kjell and company:
Managemen of long term
Case Motivating salespeople
12-13 t of Sales and short term Ch-8
Discussion with incentive
quotas quotas compensation
Source: Harvard
Business School
HBS case # 9-514-090

• To provide
students with
a realistic
hands-on field
sales
management
experience.

• To understand
the many
tasks a sales
manager
performs,
including
evaluating,
Managemen HBS Case
Case deploying, Excel
14-15 t of Sales StepSmart Fitness Ch-7
Discussion and
territories HBS case # 914509
supervising
the sales
force;
• To learn how
to organize,
study, and
prioritize
varying types
of quantitative
sales data to
evaluate both
salesperson
and regional
performance;

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• To appreciate
the need to
merge
qualitative
and
quantitative
data in
managing the
sales force;
• To analyze
the issue of
geographical
deployment of
the sales
force.
Exercise on In session Exercise To be distributed before
Designing
Territory the session commences.
16 of Sales Ch-7
optimization
Territories
(Sunshine Corporation)
• To examine HBS Case
the role of a Eureka Forbes Limited:
sales rep and Managing the selling
the design of effort(A)
Recruitment
effective sales HBS case # 9-506-003
, selection
Case management
17-18 and training Ch-9&10
Discussion and HBS Article
of sales
compensation A digital talent hub can
force
systems in a make your sales team
direct sales more agile Product
organization. Number: H07HZU-
PDF-ENG
19 Test-2
• Understand
the
importance of HBS Case
the insights of Designs by Kate: The
Motivating Power of Direct Sales
incentives by
and
sales Ch- Excel
20-21 compensatin
representative Product #: 4284-PDF- 11&12
g sales
s ENG
person
• Comprehend
the value
proposition
associated

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with a direct
sales model.
• Explore the
use of
compensation
structure as a
motivational
tool for
maximizing
key financial
objectives
• To discuss HBS Case Excel
Controlling Sales Force Waters
and Evaluation Chromatography
Case
22 evaluating criteria. division : U.S Field Ch-13
Discussion
the Sales Sales (A) 586011-PDF-
Effort ENG
HBS case # 586011
• To understand
the need for
Distribution Distribution
channel Channels
23-24 Ch-14
Managemen • To understand
t the different
distribution
strategies
• To engage in
an exploration
of potential
risks and
Channel rewards
Design associated
Decisions with a
(Designing company's
customer- Case choice of HBS Case
Ch-
25-26 oriented Discussion channel and Nature view Farm Excel
15&16
marketing how these HBS Case # 2073
channels channel
and logistics conflicts can
management potentially be
) managed.
• To develop
understanding
of the key
issues related
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to consumer
product
market
development
and product
development
growth
strategies.
• To enable
students to
calculate
margin
economics
across
distribution
channels.
Channel • Decide the
partner right Activity – ROI for
selection distributors Channel Member
27-28 and Class activity • Motivating
motivating distributor Simulation on Supply
channel Chain dynamics
partner
• To enable
students to
examine how
conflict
Managing HBS Case
Case happens in
29-30 Channel Avon.com (A) Ch-19
Discussion multichannel
Member HBS case # 503016
system
• How to
resolve
conflict
31 Test 3
• To analyze
the suitability
HBS Case
of centralized
Polaroid Corp.:
vs.
Distribution European Distribution
decentralized Ch-17
Case System
32-33 distribution Ch-
Wholesaling Discussion
operations in 20&21
& Retailing HBS case # 695038
the uncertain
environment
at the
beginning of
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the European
Union.

Expectations from Students

a. Students must be on time to the respective sessions well before the announced time. Latecomers
will not be permitted to join the class after the scheduled time. Latecomers can be marked as
absent.
b. Read the Case Study / material/video/prerequisite well prior to the class discussion. He/she is
also expected to read the chapter indicated in the course plan as the faculty directs.
c. In the class discussion student is expected to participate actively and contribute to individual
and group learning. Evaluation is based on active participation.
d. Evaluation is a continuous process at IBS. Every student needs to be aware of the timelines
given in the section below. Absence from these evaluations will mean NOT getting evaluated
on that particular component.
e. Wherever applicable, group assignments require each student to contribute to the group effort.
This enhances group effectiveness and leads to greater appreciation of working in groups.
f. Students are expected to show high regard and appreciation for in class discipline and desist
from using mobile phones. This disturbs the class ambience and unnecessarily diverts attention
of other students as well as the faculty member.
g. Each faculty has been given a scheduled consultation hour. Utilize this time to clarify doubts
and expand your understanding of the subject.
h. Attendance is compulsory in all sessions. However refer to guidelines in your academic
handbook for exceptions.

Evaluation Timelines
Keeping in line with continuous evaluation at IBS the following schedules have been drawn. Students
are expected to go through the dates / sessions mentioned and prepare accordingly.
Component Component Expected slot / due Marks declaration Weightage
Number date by
Class 1 Session 30 Session 31 10
Participation
Test 1 Session 9 Session 11 20
Test 2 Session 19 Session 21 20
Test 3 Session 31 Session 33 10
End exam At the end of the semester 40
Total 100

Faculty Profile:
Dr. Mukesh Kumar Mishra is a faculty in Area of Marketing, currently working as Associate
Professor and Area Chair in IBS Hyderabad, India. He is having rich corporate experience in
direct sales and channel sales of companies like ICICI Home Finance, Nestle, Hindustan
Unilever Limited, PepsiCo and Dabur India, and Fifteen years of academic experience. He
has Published eleven research articles in reputed journals. He is very passionate about
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training and consultancy. He has trained people from reputed organizations in private sectors
as well as public sectors in India

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