Strategic Sales Management
| Module title | Strategic Sales Management |
|---|---|
| Module code | MBAM853 |
| Academic year | 2023/4 |
| Credits | 5 |
| Module staff |
| Duration: Term | 1 | 2 | 3 |
|---|---|---|---|
| Duration: Weeks | 5 days |
| Number students taking module (anticipated) | 15 |
|---|
Module description
Sales is the only area of business to generate profit, so strong sales strategists – both inside and outside the sales function - are prized and rewarded by their organisations for their crucial contributions. This module equips leaders with the theoretical knowledge, strategic perspectives and applied skills to design, implement and direct a commercially successful sales operation. From embedding and integrating sales within an organisational ethos, to critically assessing the prospecting, sales and negotiating capabilities of salesforce staff, the module provides a holistic understanding of sales which is immediately transferable into the company boardroom.
Module aims - intentions of the module
The aim of the module is for you to be able to: To identify the strategic role of sales within organisations To evaluate strategies for the design, operationalisation and management of the sale function of organisations To analyse approaches to fulfilling organisational and customer needs through strategic sales management
Intended Learning Outcomes (ILOs)
ILO: Module-specific skills
On successfully completing the module you will be able to...
- 1. critically analyse the strategic approaches, design and implementation of salesforce and sales function management and operations.
ILO: Discipline-specific skills
On successfully completing the module you will be able to...
- 2. appraise salesforce prospecting, negotiating and selling competencies;
- 3. apply analytical forecasting, budgetary and performance management strategies;
ILO: Personal and key skills
On successfully completing the module you will be able to...
- 4. take a global outlook: apply creative intelligence and ethical imagination to complex problems to ensure that environmental and social governance is taken into account;
- 5. work with a collaborative mind-set: give and receive feedback at all levels in a confident and respectful manner. Work inclusively across multi-cultural groups to research, explore and prepare a persuasive argument against an assignment or client brief;
- 6. develop an ethical perspective: improve personal effectiveness through consciously and diligently making decisions on behalf of all stakeholders, environmental, social and financial;
Syllabus plan
The module will be delivered in five sessions covering the following topics and will include group roundtable discussions, case studies and exercises.
|
Session |
Part One |
Part Two |
|
1 |
Intros: the module, you & your organisations Module assessment briefing |
Becoming a sales organisation The strategic roles and objectives of sales |
|
2 |
Salespeople and sales managers Purchasers and customers |
The role of prospecting and database management Appointment strategies and tactics. |
|
3 |
Strategic Key Account Management Principles of sales force management |
RoundTable discussion of content so far Recruitment, training and development of sales staff |
|
4 |
Motivation and incentivisation of salespeople Forecasting, budgeting, monitoring & feedback |
International sales expansion Trade exhibitions |
|
5 |
Ethics & sustainability in sales strategy The roles of technology in sales |
Presentations to your co-learners. Feedback and next steps |
Learning activities and teaching methods (given in hours of study time)
| Scheduled Learning and Teaching Activities | Guided independent study | Placement / study abroad |
|---|---|---|
| 14 | 36 |
Details of learning activities and teaching methods
| Category | Hours of study time | Description |
|---|---|---|
| Scheduled Learning and Teaching Activities | 10 | Asynchronous and live lectures & workshops |
| Scheduled Learning and Teaching Activities | 4 | Facilitated group discussions |
| Guided Independent Study | 36 | Reading, research, group work, writing |
Formative assessment
| Form of assessment | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
|---|---|---|---|
| Group discussions and exercises (role-play and presentations) | In class | 1-3 | Verbal, in class |
Summative assessment (% of credit)
| Coursework | Written exams | Practical exams |
|---|---|---|
| 100 | 0 | 0 |
Details of summative assessment
| Form of assessment | % of credit | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
|---|---|---|---|---|
| Individual strategic sales portfolio in context of learners chosen organisation. | 100 | video (10 minutes max) plus references document | 1-6 | Written feedback from module lead |
| 0 | ||||
| 0 | ||||
| 0 | ||||
| 0 | ||||
| 0 |
Details of re-assessment (where required by referral or deferral)
| Original form of assessment | Form of re-assessment | ILOs re-assessed | Timescale for re-assessment |
|---|---|---|---|
| Individual strategic sales portfolio in context of learners chosen organisation (100%) | video (10 minutes max) plus references document | 1-6 | 6 weeks after briefing |
Re-assessment notes
The re-assessment of each assessment component will take the form of an improved version of the respective individual assignment (with the previous topic of the essay).
Indicative learning resources - Basic reading
- Cuevas, J.M. (2018). The transformation of professional selling: Implications for leading the modern sales organization.
- Industrial Marketing Management, 69, 198-208
- Cuevas, J.M., Donaldson, B., & Lemmens, R. (2019) Sales Management: strategy, process and practice (4th ed.) London: Red
- Globe Press
- Hr, G., & Aithal, P.S. (2020). Input and output driven sales personnel performance measures: insights from an experiment.
- International Journal of Case Studies in Business, IT, and Education (IJCSBE), 4(1), 23-37.
- Jobber, D., Lancaster, G., & Le Meunier-FitzHugh, K. (2019). Selling and sales management (11th ed.) London: Pearson
- Le Meunier-Fitzhugh, K., & Douglas, T. (2016). Achieving a strategic sales focus: Contemporary issues and future challenges.
- Oxford: Oxford University Press.
- Moncrief, W.C. (2017). Are sales as we know it dying… or merely transforming? Journal of Personal Selling & Sales
- Management, 37(4), 271-279.
- Peterson, R.A. (2020). Self-efficacy and personal selling: review and examination with an emphasis on sales performance.
- Journal of Personal Selling & Sales Management, 40(1), 57-71.
- Rangarajan, D., Dugan, R., Rouziou, M., & Kunkle, M. (2020). People, process, and performance: Setting an agenda for sales
- enablement research. Journal of Personal Selling & Sales Management, 40(3), 213-220.
- Singh, J., Flaherty, K., Sohi, R.S., Deeter-Schmelz, D., Habel, J., Le Meunier-FitzHugh, K., ... & Onyemah, V. (2019). Sales
- profession and professionals in the age of digitization and artificial intelligence technologies: Concepts, priorities, and
- questions. Journal of Personal Selling & Sales Management, 39(1), 2-22.
- Syam, N., & Sharma, A. (2018). Waiting for a sales renaissance in the fourth industrial revolution: Machine learning
| Credit value | 5 |
|---|---|
| Module ECTS | 2.5 |
| NQF level (module) | 7 |
| Available as distance learning? | No |
| Origin date | 16/08/2023 |
