SVKM’s

NARSEE MONJEE INSTITUTE OF MANAGEMENT STUDIES

POST GRADUATE DIPLOMA IN MANAGEMENT
Program: PGDM Trimester: IV
Course: Sales and Distribution Code:
Management
Teaching Scheme Evaluation Scheme
Classroom Practical/ Tutorials Credit Continuous Term End
Session Group Evaluation Examination
work TEE
20 3 50% 50%

Course Rationale:
Sales management is a critical component of marketing management and is the direct interface with the
customers. Sales management has the focus on Customer Service and is concerned with strategic decision
making on delivery of customer service levels and the execution of marketing plans to achieve these.
However, today, sales management is much more than managing the sales force. Today, sales management
also includes the components of promotions, customer service, key account management, marketing
logistics, marketing research, managing the distribution network and co-ordination with all the functions
which contribute to better customer service.
In the current context of globalization, multi-national businesses, shortened product life cycles and
optimized operations management and customer relationship building efforts, sales management gains
special significance. Sales management can only achieve these goals with the continuous support of the
channels which help reach the product or service to the end user.
The focus of this course would be to understand the importance of sales management and distribution
channel efforts at achieving volume, growth and profitability targets through the salespeople and the
distribution channels while working closely with all other functions in the company.

Course Objectives:
1. Provide a firm foundation for understanding all concepts of sales and channel management
2. To understand the human resource aspects of sales management as the sales manager has to get work
out of sales teams and channel partners in order to serve and retain long-term customers.
3. To get a practical orientation of sales management and channel management to help participants apply
the concepts in their working environment.
4. To understand the skills required to effectively manage a distribution channel system
5. Understand the practical realities of setting up, developing, operating and evaluating a sales
organization and channel network

Learning Outcomes:
1. Develop the ability to handle sales and channel management responsibilities
2. Understand choices available in the selling process of products or services and how to select the best
alternatives including the right channels
3. Build and nourish sales teams and marketing channels
4. Understand any limitations under which sales people operate
5. Develop a pragmatic approach for selection, growth and evaluation of channel partners

Prerequisite(s):
 Marketing Management (Core Course)
Pedagogy:
 Class room sessions include a combination of learning concepts, solving business problems, Role Plays
and case study
 Presentations and discussions. The course also includes a S&DM Project to be completed by groups of
students

Text Book:
 Sales Management: Decisions, Strategies and Cases, 5e, Richard R. Still, Edward W. Cundiff and
Norman A.P. Govoni, Pearson, 2011

Reference Books:
 Sales & Distribution Management – Text & Case, 2e, Krishna K Havaldar and Vasant M Cavale &
McGraw,
 Marketing Channels,7e, Anne Coughlan, Erin Anderson, Louis W. Stern & Adel El-Ansary, Pearson,
2013
 Marketing Channels – A Management Perspective, 8e, Bert Rosenbloom, Cengage, 2013

Journals:

Links to websites:

Evaluation Scheme:
 Quizzes/Case Analysis 15 %
 Group Assignment 15 %
 Mid-Term Exam 20 %
 Term-End Exam 50 %
Total 100 %

Session Plan:
Session Topic(s) Learning Outcomes Pedagogical Tool1 Textbook/
Reference
Chapters & Readings
1 Introduction to Sales  Understand the Case: Text Book:
Management. importance of United Airflow Inc – Chapter: 1
Relationship with sales , pp. 1-8, Cundiff,
Distribution management, Still & Govoni
Management and pointers to sales
Understanding Buyer strategy and the
Behavior for Effective team work of
Selling sales
management
and distribution
channels.
 Acquainted
with an
introduction to
sales
management
and how sales
ensure
 customer
service with the
help of
marketing
channels.
2 Personal Selling  Recognize the Case: Text Book:
process steps in the A G Refrigerators Chapter: 2
selling process Ltd. (pg 89)
and understand Havaldar and Cavale
the various
methods of
sales
presentation
and closing the
sale.
 Develop the
ability to plan
and execute the
entire sales
process given
different selling
situations
3 Planning, Sales  Know strategic Case: Text Book:
Forecasting and planning and Marquette Frozen Chapter: 1,3 & 20
Budgeting the role of Foods Co. Cundiff,
Management of Sales marketing and Still & Govoni
Territories and Quotas sales in the
process. Learn
about sales
forecasting and
budgeting
 Draw an insight
into developing
a sales strategy
and plan and
implementing
the plan

4 Management of Sales  Define sales Case: Text Book:

Territories and Quotas territories, Christopher Candy Chapters: 4, 21 & 22
process of their Co. 3-22, Cundiff,
design, Still & Govoni
assigning sales
people and
quotas to them
and their
management
 Ability to
design sales
territories and
manage them to
deliver
customer
service
5 Organizing and staffing  Understand the Case: Text Book:
the sales force types of sales Hammacher Co. 3- Chapters: 5 & 7
organisations, 14, Cundiff, Still &
their purpose Govoni
and manning
them with
adequate sales
people
 Help create
sales
organisations
and providing
the right kind of
sales people
support
6 Training and  Know the value Case: Text Book:
Motivation of the sales of sales training R K Consultants (pg Chapters: 6, 13,14 &
force and motivation 60) Havaldar and 15
of sales people Cavale
and the
methods used.
 Learning will
help the
individual to
train, motivate
and get the best
efforts out of
sales people
7 Compensating and  Design Case: Text Book:
Leading the sales force effective sales M M Marketing Co Chapters: 6 & 16
people (pg 116) Havaldar
compensation and Cavale
plans and lead
and supervise
sales teams
 Ability to create
effective
compensation
plans and lead
the sales people
8 Controlling the sales  Discuss Case: Text Book:
force methods of S T I Ltd. (pg 194) Chapters: 7 & 23
controlling Havaldar and Cavale
sales expenses,
sales costs and
increase
profitability.
Also
understand how
sales people
performance is
controlled and
measured
 Learning will
help to manage
sales expenses
and also
 measure
performance on
different
parameters
9 Planning and execution  Understand the Case: Text Book:
of Sales Promotions need for Hammacher Co. Chapters 1 & 8
distribution Cundiff, Still &
channels and Govoni
introduction to
types of
channels and
the distribution
strategy
 Learning helps
in getting a
clear focus on
the distribution
effort required
to maximize
customer
service
10 Managing Key  Know nature of Case: Text Book:
Accounts Key Accounts Electrical Equipment Chapter:19
and how they Ltd
are nurtured to (pg 637), Havaldar
give maximum and Cavale
sales on a long-
term basis
 Ability to
identify and
build key
accounts
effectively
11 Distribution  Understand the Case: Text Book:
management and the need for Snow White Paper Chapter:9
marketing mix distribution Co (2) (pg 417),
channels and Havaldar and Cavale
introduction to
types of
channels and
the distribution
strategy
 Learning helps
in getting a
clear focus on
the distribution
effort required
to maximize
customer
service
12 Marketing channels  Discuss various Case: Text Book:
aspects of Gem Soaps & Chapter:10
channels like Detergents (pg 457),
flows, Havaldar and Cavale
deliverables,
prominent
channel
 systems and
costs and
margins
 Gives a clear
direction on
understanding
distribution
needs and the
specific aspects
of channels
relevant in
specific
situations
13 Channel planning and  Understand the Case: Text Book:
design process of Apple Food Products Chapter: 13
channel design (pg 459), Havaldar
from the point and Cavale
of defining
customer needs,
looking at
alternatives and
selecting the
most
appropriate one.
 Ability to
design a
channel
network given
the customer
service
objectives
14 Channel Planning and  Understand the Case: Text Book:
Design process of Kinetic Engineering Chapter:13
channel design Ltd (pg 461),
from the point Havaldar and Cavale
of defining
customer needs,
looking at
alternatives and
selecting the
most
appropriate one.
 Ability to
design a
channel
network given
the customer
service
objectives
15 Training and  Understand Case: Text Book:
Motivation of channels how channel Indian Engineering Chapter:13
partners are Ltd. (pg 495)
trained and Havaldar and Cavale
motivated to
optimize the
customer
service levels
  Learning helps
in designing
training and
motivation
programs for
channel
partners
16 Channel management  Outline how Case: Text Book:
channel Teekha Spices Ltd. Chapter:14
conflicts occur (pg 497), Havaldar
and methods of and Cavale
managing
channel
conflicts. Also
look at channel
systems for
selling services
 Ability to
manage
channels
17 Dealer management  Learn about the Case: Text Book:
principles principles of Popular Foods Ltd Chapter:14
managing a (pg 456), Havaldar
specific kind of and Cavale
channel partner
 Develop the
ability to
manage any
given channel
network
18 Channel information  Understand the Case: Text Book:
systems principles of Ashwin Healthcare Chapter: 14
developing (pg 499), Havaldar
channel and Cavale
information
systems to help
decision
making relating
to distribution.
Also look at
channel
implementation
and
performance
evaluation
 Learning helps
in designing
channel
systems,
implementing
channel
systems and
measuring their
performance
19 Channel Institutions  Understand Case: Text Book:
 Retailing about retail as a Sona Agency, Chapter: 11
distribution Havaldar and Cavale
institution and
the principles
on which retail
operates. Learn
all about
managing retail
as a channel
 Ability to
effectively use
retail as an
important
channel partner
to provide last
mile
connectivity
with consumers
20 Channel Institutions  Understand Case: Text Book:
 Wholesaling about wholesale Prabhat General Chapter: 12
as a distribution Stores, Havaldar and
institution and Cavale
the principles
on which a
wholesaler
operates. Learn
all about
managing
wholesale as a
channel
 Ability to
effectively use
Wholesale as
an important
channel partner
to provide last
mile
connectivity
with customers