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MKT406
3. Course Overview
Sales and Distribution management play an important role in the marketing system. Customers
consider a salesperson as the company selling a particular product or service. It is an essential job of
sales function is to maintain relationship with key accounts, bat for new customers, have a
comprehensive knowledge about products and markets, and be technically equipped to handle
customers. Distribution gives strength to the company by helping to increase the reach of the
product to various parts of regions, country, or even foreign markets. An effective distribution
system helps in making goods available in the right quantity and SKU at the right time when it is
required. If properly managed, the sales and marketing system thus give an opportunity of
extending it to a lifelong relationship extending beyond a business relationship.
Sales management is undergoing rapid changes as companies are changing to service-delivery
models than the earlier model of just product delivery. Logistics function is becoming the source of
competitive advantage with the arrival of MNCs. There can be different partners associated with the
distribution system like wholesalers, retailers, departmental stores, or supermarkets.
It is in the marketing channels that the process and dynamics of sales competition take place. Some
channels are very direct, linking manufacturers or originators of service directly to consumers.
Other channels have many intermediate actors. During the distribution process, ownership may
transfer a number of times. The channel may operate at one geographic location or in different
countries. Different types of products / services require the support of different levels of channel
linkages. For example MNCs in the FMCG category try for the factory CFA distributor (wholesale)
retailer route. Likewise, for high value products, the key service requirements are high credit, low
supply/ lead times/inventories and while for perishable products cold chain transportation and
stocking emerge as more critical. Strategic planning and execution are a team effort between sales
managers and distribution channels.
A primary distribution (channel) member is a business that takes inventory ownership and so
shoulders risks. A specialized channel member, on the other hand, performs services vital to the
overall distribution process but does not share inventory ownership risk. Sales and Distribution
management involves designing and selecting sales organisation structures, negotiating agreements,
and administering ongoing relationships. However, the reality of multiple engagements renders it
difficult to envision clean or clear cut channel arrangements. Measurement of channel efficiency is
directly related to each members performance of roles in actual business. Thus efficiency measures
are relative to each individual channel member as well as to the overall channel. Measurement of
sales, forecasting or combined productivity and financial performance is critical to the continuous
evaluation of a sales force. This course equips practically to build careers in sales or those aspiring
1
Module/Topic
Contents/Concepts
Sales function
Role of a sales person and role of a
sales manager
Characteristics and skills for a
successful sales person
Module II: selling process and selling
Selling process
skills
Forecasting demand
Sales organisation
Sales force motivation
Module III: Sales force deployment
Sales organization structure, time
decisions
and territory management,
motivation and developing sales
culture
Module IV: Sales force control
Sales force performance, sales
audit and productivity analysis
Module V: Channel issues and channel
Understanding channel power
relationship
Wholesalers
Other members of channels
Intl. channels
6. Evaluation Criteria
Component
Description
Weight
40 %
2
3.Quizzes
4.
participation
class
20 %
10 %
Students will be awarded marks for active and constructive
participation in class. Students are also required to submit
reflective notes individually at the end of each class. (Reflective
notes are collection of notes, observation, thoughts and learning
that the students have experienced after attending the class. The
reflective notes will include only the key learning and key
takeaways which the students got from the class.) Students may
also record the specific contributions that they made during the
conduct of the class proceedings.
5.Group assignment
8. Session Plan
Session
Topic
Requirements/
readings & cases
Learning Outcomes
1.
2.
Introduction, Definitions,
Need for sales function,
How does sales and distribution
add value?
Sales negotiations
To understand sales
function and role of a sales
person.
LO1
To appraise selling skills
& approaches.
LO1
LO1
4.
6
7.
Selling process,
Prospecting,
Pre-approach and approach
Importance of demonstration
How to handle
objections?
Discussion
To understand selling
Text / Ch.3, Pp.102-118 process.
Role-play
LO1
Discussion
LO1
Text / Ch.3, Pp.122-124
Role-play
Discussion
LO1
Text / Ch.3, Pp.125-132
Role-play
Discussion
Case let & Text / Ch.4
Pp. 153-71 & 177
To appreciate forecasting
demand.
LO3
4
Session
Topic
Module
III
8.
9.
industry level
Forecasting tools and methods
Sales force deployment
decisions
Sales force structures, key
account management
Sales force investment and
budgeting
10.
11.
12.
Requirements/
readings & cases
Tata Timkin Company
ltd.
Learning Outcomes
Discussion
Text / Ch.8, Pp. 271282
Case: Videocon
International Ltd.Pg.
286
Text / Ch.11, Pp. 37190Glenmark pharma
ltd., Pg.396
LO3
To illustrate differences in
types of Servicescapes, the
role played by the
servicescape and the
implications for strategy.
LO3
To recognize the design
motivation charter.
LO2
LO2
Guest session
13.
Discussion,
Case, Text,
14.
Chap 13, Pp 428-440
Case let on territory
performance
Evaluation of sales force
Discussion on beauty
effectiveness
glow cosmetics
15.
company case
Performance
Text, Ch. 14,Pp 453-65
Proactive sales management
Module IV: Distribution and Channel structure- introduction
16.
17.
Introduction
Channel structure
Why is it required
Activities involved
Designing channels
Distribution Cost analysis
To understand channel
Discussion
structure.
Text / Ch.15, Pp.482-94 LO4
Discussion on
To design channels &
Dabbawala and channel understand customer
5
Session
Topic
Logistics
and transportation models used
18.
across industry
Transport
ation decisions
Module
Channel issues and channel
V:
relationship
Channel relationship and conflict
How to manage good relations
19.
with channel partners?
20.
21.
22
23.
24.
Requirements/
Learning Outcomes
readings & cases
orientation
design of newspaper
Text, Ch. 16,Pp 509-26 LO4
Text Ch.17, Pp., 55067
Discussion
Text /Ch.19,Pp. 598623
To appreciate channel
information system.
LO5
Guest session
.
Business model of a retailer and
Distribution Channels
a wholesaler? How to sell to a
by Julian
retailer? How to sell to sell to a Dent/ch.10/pg.101-115 LO5
wholesaler?
To understand marketing
Product, price and promotion
Marketing channels by
mix issues with the
related issues with channel
Rosenbloom,7e,Pg.334channels
partners
383
LO5
LO5
International channels, entry
Discussion
Text /Ch.22,Pp. 698decisions and shipment
715
procedures
LO1 to LO5
Summation of course
9. Contact Details
.
Name of the Instructor:
Office Location:
Telephone:
Email:
Teaching Venue:
Website:
Office Hours:
Online Links (Link to Blackboard):