Spring 2002
|
Course: |
Mark
496 Professional Selling in Business Markets |
| Classroom: |
Fitzpatrick
356 |
| Class
hours: |
Monday, Wednesday,
Friday 9:30 to 10:45 |
| Instructor: |
Dr.
Kevin Bradford |
| Office/telephone: |
#388 COBA;
631-5057 |
| Email: |
KEVIN.BRADFORD.11@ND.EDU |
| Office
hours: |
Monday and
Wednesday: 1:00
to 3:00pm |
Course
Description
This course is a marketing elective designed for undergraduate
business students interested in learning more about professional sales
force management and personal selling by firms engaged in business-to-business
and consumer goods/services marketing.
The objectives of the course are to:
1.
Increase students’ understanding of the role, importance and process
of personal selling in different marketing situations;
2.
Enhance students’ ability to diagnose and address diverse problems and
decisions that arise in developing and implementing a firm’s selling
strategy;
3.
Increase students’ knowledge and application of economic and behavioral
theories, models, and methods useful for raising sales force productivity.
4.
To increase student’s understanding of the
sales management function and to increase student’s ability to develop
a sales management strategy.
5.
To prepare students for their first job in the selling function (be
it selling or sales management).
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Course
Materials
1.
Textbook: Sales Force Management, by Churchill, Ford,
Walker, Johnston, and Tanner, 2000 (Sixth Edition)
Course
Format/Class Conduct
The instruction will be provided through a mix of business case
analyses and discussions, lectures and salesperson and sales manager
presentations. Students must actively participate in class
proceedings and case discussions, whether as individuals
or by designated speakers of members of project teams. Thus, daily preparation and completion of class
and/or homework assignments is required.
Students will be expected to understand behavioral, qualitative,
and quantitative aspects of the sales force management. Although the class will engage in somewhat challenging
quantitative analyses periodically, no more than arithmetic and minimal
algebra is required.
Four
Sections to the course
1.
Personal Selling and trends in the selling function.
2.
Formulation of a strategic sales program.
3.
Implementation of a sales program.
4.
Evaluation and control of the sales program.
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Student
Evaluation
| Exams |
·
Will account for 50% of grade in course.
·
Exams will cover anything covered in class.
·
Exam breakdown
1.
Exam #1 worth 10% of grade
2.
Exam #2 worth 15% of grade
3.
Exam #3 worth 15% of grade
4.
Final exam worth 10% of grade
|
| Cases |
·
Cases are worth 20% of your grade.
·
Four will be assigned.
|
| S-Cubed
Presentations |
·
Two presentations
·
Worth 20% each or 10% each
|
| Class
participation |
·
Worth 10% of class grade.
·
Students are urged to participate and all students will be called
on to participate. Initiative
is rewarded.
·
Participation includes insightful questions,
comments, ATTENDANCE and answers to questions that
contribute to the class learning process.
|
Absences
and tardiness:
The class is designed
to reward the person who comes to class.
Tardiness will not be tolerated.
If late for a class, it is preferred that you do not come to
class.
Absences will be noted
and will affect your grade in accordance with the grading policies of
the University of Notre Dame.
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Application assignments
Assignments must be handed in hard copy form and on time. If handed in later than at the end of class
the day it is due then the maximum credit for the assignment is half
or 1.25points.
Exam makeup
There
are no make-up exams. Another exercise (other than an exam) that assesses
the mastery of the material will be given to the student who misses
the exam.
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Grade
Distribution
| A |
93-100 |
| A- |
90-92 |
| B+ |
88-89 |
| B |
83-87 |
| B- |
80-82 |
| C+ |
78-79 |
| C |
73-77 |
| C- |
70-72 |
| D |
60-69 |
Class
Schedule
|
Date |
Topics |
| W, 1/15 |
·
Syllabus
·
Class overview and what is expected in the class
·
Administration
·
What is personal selling
·
Introduction to the field of selling
·
Evolution of the sales force
|
| F, 1/17 |
·
Chapter 2: The process of buying and selling
·
Value of the sales function and personal selling
·
Pros and cons of the selling career and the value of developing relationships
·
Relationship development process
·
Measurement of relationships
·
Buying Center
|
| M, 1/20 |
·
Mediquip case due (page 189)
·
Adding value versus selling
|
| W, 1/22 |
·
Steps or stages in the sales call.
|
| F, 1/24 |
·
Steps or stages in the sales call
|
| M, 1/27 |
·
Chapter 1 - Overview of sales management and selling
·
Environmental influences on sales programs and performances
|
| W, 1/29 |
·
Personal selling, sales management, legal issues and ethical behavior
·
Conflict and conflict management
|
| F., 1/31 |
§
Exam #1
|
| M, 2/3 |
§
Chapter 4: Organizing the sales
effort
§
Purposes of the sales organization
§
Horizontal structure of the sales organization
|
| W, 2/5 |
§
Chapter 4 Organizing the sales effort
§
Organizing to service national and Key Accounts
§
Chapter 5: The strategic role of
information in sales management
§
Sales forecasting
§
Quotas
|
| F, 2/7 |
§
S-cubed: Sharing Sales
Scholarship
|
| M, 2/10 |
§
Chapter 5: The strategic role of
information in sales management
§
Quotas
§
Designing territories
|
| W, 2/12 |
§
Case due: Wilkinson Sword (page 203)
|
| |
·
Chapter 6: Salesperson Performance
·
Behavior, Role Perceptions, and Satisfaction
|
| F, 2/14 |
§
S-cubed: Sharing Sales
Scholarship
|
| M, 2/17 |
·
Chapter 6: Salesperson Performance;
Role Perceptions an satisfaction
|
| W, 2/19 |
§
Industry lecturer: Whirlpool; or GE
|
| F, 2/21 |
·
Exam #2
|
| M, 2/24 |
·
Chapter 7: Salesperson performance:
Motivation
·
Psychological process of motivation
|
| W, 2/26 |
·
Chapter 7: Salesperson performance:
Motivation
·
Career Stages and Motivation
|
| F, 2/28 |
§
S-cubed: Sharing Sales
Scholarship
|
| M, 3/3 |
·
Distribution Channels
|
| W, 3/5 |
·
Industry lecturer: Ann Golanis
from Ortho McNeil
|
| F, 3/7 |
·
Special Topics and study hall
|
| M, 3/17 |
·
Distribution channels
·
Chapter 8: Criteria for selection
|
| W, 3/19 |
·
Case Due: Rick Fire; page 440
|
| F, 3/21 |
§
S-cubed: Sharing Sales
Scholarship
|
| M, 3/24 |
·
Chapter 8: Criteria for selection
·
Chapter 9: Sales force recruitment
and selection
·
|
| W, 3/26 |
·
Hershey: Ole Juve
|
| F, 3/28 |
§
S-cubed: Sharing Sales
Scholarship
|
| M, 3/31 |
·
Chapter 9: Sales force recruitment
and selection
|
| W, 4/2 |
·
Chapter 10: Sales training
|
| F, 4/4 |
·
Exam #3 over chapters 7-10
|
| M, 4/7 |
·
Chapter 11:
Compensation
|
| W, 4/9 |
·
Industry Lecturer: Michael Dutter
|
| F, 4/11 |
§
S-cubed: Sharing Sales
Scholarship
|
| M, 4/14 |
·
Chapter 11:
Compensation
|
| W, 4/16 |
·
Chapter 12: Cost analysis Ann Galanis
|
| F, 4/18 |
§
S-cubed: Sharing Sales
Scholarship
|
| M, 4/21 |
·
Chapter 13: Behavior and
Other Performance Analyses
|
| W, 4/23 |
·
Case
due: California Credit
Life Insurance Company
|
| F, 4/25 |
§
S-cubed: Sharing Sales
Scholarship
|
| M, 4/28 |
§
S-cubed: Sharing Sales
Scholarship
|
| W, 4/30 |
§
S-cubed: Sharing Sales
Scholarship
|
|
