Module Manual: Business Selling - Marketing Academic Year: PGP 2011-2013 Course Code: MK- T6- 16

Sector In the fast growing Service Sector, Sale of consumer and Industrial products to Business Customers. (This course is very useful for students wanting to join any Marketing organisation where business customers form a large component of revenues earned.) Banking/Financial Services Sector. (This course is very helpful for students wanting to join the Banking and financial services sector where finanial instruements are designed especially to attract investmets from large businesses

Job Profiles in this sector Product Management Sales Management Channel Management

Sales Management Channel Management

INTRODUCTION TO THE MODULE Special challenges and opporrunities confront the marketer who intends to sen"e the needs of organizations rather than households. Business-to-business customers represent a lucrative and complex market. The rising importance of Business Selling can be demonstr:ned by several factors. First, because more than half of all business school graduates enter firms that compete in business markets, a comprehensive treatment of business marketing management is appropriate. The Business Selling Module provides an ideal platform to deepen a student's knowledge of the competitive realities of the global marketplace, customer relationship management, cross-functional decision-making processes, supply chain management, e-commerce, and related areas. Such core content areas strike a responsive chord with corporate recruiters and squarely address key curriculum priorities. Learning Outcomes:

Draw similarities between marketing of consumer goods and industrial goods

and to explore the points of departure in depth;

Understand the dynamic nature of business environment

situation

addressing contemporary issues relating to business markets;

Develop the ability to apply marketing concepts in varied business market

2. INTRODUCTION TO THE TUTORS

Area Chair: Prof. S.P.Ketkar IILM, Greater Noida Campus # 9312207101 sp.ketkar@iilmgsm.ac.in

Module Leader: Mr. Ranjai Ghosh Cabin no.: 319 IILM, Greater Noida campus # 9958715049 ranjai.ghosh@iilmgsm.ac.in

Team Prof. SP Ketkar, Mr.Ranjai Ghosh, Mr. Amit Kumar

3. MODULE OVERVIEW Session Topics Session 1 Understanding Business Marketing Management Session 2 Definition and importance of business marketing; distinguishing between Business marketing and Consumer marketing; Session 3 Business Marketing Management - Unique features of business customerscommercial , government and institutional buyers and varied nature of business goods Session 4 Government & Institutional Markets : Unique Characteristics, Managing supplier relationships; Does Detroit need a new driver. Case discussion - Harley Davidson's WorldClass Purchasing Organisation 5 Segmenting business markets-macro segmentation and micro segmentation, evaluating the potential of business segments 6 Drawing comparison between business segmentation & consumer segmentation 7 Organisational demand analysis: Role of Market Potential in planning and Control, Role of Sales Forecast, Applying Market Potential and Sales Forecast 8 Essential Dimensions of sales Forecasting, Qualitative Techniques 9 Industrial Products Core Competencies: the Roots of Industrial Products 10Planning the Industrial Product Strategy BASF: Using services to build a Strong Brand 11 Building the Strong Brand Managing the Procurement of business Goods - Channel Management Pricing Strategy for Business markets: Meaning of Value in Business markets Pricing Across the PLC, Competitive Bidding Managing Communication in Business Day Day 1 Day 2

Day 3

Day 4

Session

Day 5

Session Session

Day 6 Day 7

Session Session Session Session Session 12 Session 13 Session 14 Session

Day 8 Day 9 Day 10 Day 11 Day 12 Day 13 Day 14 Day 15

15 Session 16 Session 17

Markets Managing Trade Show Strategy Day 16 Day 17

B2B Solution sales Sales approach v/s marketing approach Relationship management Solution selling and sales process , negotiable variable Session Key Account Management 18 concept of key account management process of key account management Session Key Account Plan: 19 how to make a key account plan Session 20 Products and Services in B2B Markets segmentation positioning Pricing Strategy Session 21Business promotion in B2B market advertising , generic , targeted seminars , workshops Total solution concept Session Class presentations and viva on the 22 project work. Session Class presentations and viva on the 23 project work. Session End Term Assessment 24

Day 18

Day 19 Day 20

Day 21

Day 22 Day 23 Day 24

4. MODULE PREREQUISITES A fundamental knowledge of marketing concepts and marketing strategies. 5. MODULE READINGS

Main Texts

Hutt D.Michael & Speh. Thomas, Business marketing Management B2B, Cengage Reeder R., Robert, Brierty G. Edward, Reeder H, Betty: Industrial Marketing,
Education Publishers References Inventing the 21st Century purchasing organization; McKinsey Quarterly; Chip Hardt, Nicholas Reinecke & Peter Spiller India Pvt. Ltd. Prentice-Hall publication

David Jobber & Geoff Lancaster, Selling & Sales Management, Pearson

5.4 Websites 6. SESSION PLAN 6.1 Understanding Business Marketing Management

This session introduces the student to the unique facets of the business-to-business market. The session shall be pivotal to developing an effective understanding of business marketing management, as the essence of the business market and its unique aspects are often the basis for the development of marketing strategies. Essential Reading: Chap: 1 H&S, Pg:4-9, A Business Marketing Perspective; Hutt D.Michael & Speh. Thomas Desired Reading: J.David Lichtenthal, "Business to Business Marketing in the 21st Century, Journal of business to Business marketing 12(1,2 1998) Learning Outcome: This is an introductory session for BS, and in this session students would be introduced to special challenges and significant opportunities for Business Manager. They would be able to understand the unique characteristics of Business Marketing as different from Consumer Marketing. 6.2 Definition and importance of business marketing; distinguishing between Business marketing and Consumer marketing This session introduces the student to the unique facets of the business-to-business market. The session shall be pivotal to developing an effective understanding of business marketing management, as the essence of the business market and its unique aspects are often the basis for the development of marketing strategies. Essential Reading: Chap: 1 H&S, Pg:10-20, A Business Marketing Perspective; Hutt D.Michael & Speh. Thomas Desired Reading: Mohanbir Sawhney,"Going beyond the Product Defining, Designing and Delivering Customer Solutions" Working Paper, Kellogg School of Management, Northwestern University, 2004 Learning Outcome: This session introduces the student to the diverse mix of organizational buyers drawn from the three sectors of the business market. These sectors include commercial enterprises, government, and institutions. The chapter is pivotal to formulating an effective business marketing strategy, as the purchasing procedures and practices of each sector often require the development of a unique marketing mix 6.3 Business Marketing Management - Unique features of business customerscommercial , government and institutional buyers and varied nature of business goods In this session we highlight the essential differences between these environments and provide an insight into the nature of business product demand. The importance of market-sensing and customer-linking capabilities shall be discussed. Business marketers must develop strong cross-functional relationships within the firm. The need for a global market perspective will also be discussed.

Essential Readings: Chap: 2 H&S, pages 35-55, Perspectives on the organizational Buyer, Hutt D.Michael & Speh. Thomas Learning Outcome This session will enable the students to understand the essentials of derived demand, highlighting how derived demand influences the demand elasticity for business products. They will also understand how Business products are distinguished by the intended use of the product and the intended consumers. 6.4 Government & Institutional Markets : Unique Characteristics The need for a global market perspective will be discussed. Essential Reading: Case Harley-Davidson's World-Class Purchasing Organisation Desired Reading: Brian Milligan, "Medal of Excellence: Harley-Davidson Wins by Getting Suppliers on Board," Purchasing 129 (September21, 2000) pp.52-65 Learning Outcome: Students would be able to understand the practical implication of developing Supplier relatinship. Understand the nature and central characteristics of three broad sectors of the business market- commercial enterprises, government(all levels), and the institutions. How the purchasing function is organized in each of these components of the business market. 6.5 Segmenting business markets-macro segmentation and micro segmentation, evaluating the potential of business segments A first step in designing effective market strategies in the business sector is to recognize that the market may be composed of many different segments, each with different needs and requirements. The focus of this session is to develop an understanding of an approach that will aid management in selecting and evaluating segments of the business market. As part of the same the benefits of and requirements for successful business market segmentation shall be reviewed. First, the criteria for evaluating effective market segments will be discussed. In this discussion, the impact of the competitive and technological environments is explored in terms of their impact on the appropriateness of a particular segmentation approach. The benefits of segmentation are numerous, and these benefits shall be discussed in detail. The important benefits include market orientation, provision of strategic guidelines, and aid in allocating marketing resources. Essential Reading: Chap: 5 H&S, Pg: 117-137. Segmenting the Business Markets Desired Reading: www.xerox.com , go to Industry Solutions Learning Outcome: Students will understand: Benefits and requirements for segmenting the business market. The potential bases for segmenting, evaluation and selection of market segments Role of segmentation in developing business marketing strategy. 6.6 Drawing comparison between business segmentation & consumer segmentation In this session we provide a model for segmenting the organizational market shall be

discussed. Market segments are identified by evaluating the information supplied by macro segmentation bases. If the information is not adequate for developing unique market strategies, further segmentation utilizing the micro bases is required. Once segments have been identified, evaluation of them is focused on company, competitor, and market factors. Therefore proper implementation is required to be understood. Essential Readings: Chap: 5 H&S, Pg: 117-137. Segmenting the Business Markets Learning Outcome The procedure for evaluating and selecting market segments. Understand the role of market segmentation in the development of business marketing strategy. 6.7 Organisational demand analysis: Role of Market Potential in planning and Control, Role of Sales Forecast, Applying Market Potential and Sales Forecast Essential Reading: Chap: 6 H&S, Pg: 139-147. Organizational Demand Analysis Learning Outcome The formulation of market strategy is planned on the basis of the marketing potential associated with each of the firm's target segments. In similar fashion, marketing performance is evaluated in each segment in light of the segment's potential. Once marketing strategy plans are set, a sales forecast can be developed and then used to guide tactical production, advertising, and logistics decisions. The pivotal role of organizational demand analysis in planning and controlling The pivotal role of organizational demand analysis in planning and controlling marketing activities, and to provide a firm understanding of the various approaches for developing and using forecasts. The basics of organizational demand analysis, impact of the Internet on business marketing research.marketing activities, and to provide a firm understanding of the various approaches for developing and using forecasts. The basics of organizational demand analysis, impact of the Internet on business marketing research. 6.8 Essential Dimensions of sales Forecasting, Qualitative Techniques The essential dimensions of forecasting, briefly emphasizing the importance of forecasts in the decision-making process of the business marketer. The qualitative forecasting methods will be viewed. Executive judgment, sales force composite, and Delphi techniques are covered in the qualitative section. Essential Reading: Chap: 6 H&S, Pg: 153-157. Organizational Demand Analysis Learning Outcome Different approaches for calculating market and sales potential. Selection of Sales forecasting technique taking into account period, purpose, data available, nature of product and product line. Sales forecast may be highly mathematical or based on qualitative estimates. Also discussed are the use of surveys and customer visits to facilitate forecasting. 6.9 Industrial Products Core Competencies: the Roots of Industrial Products To be effective in creating sellable products, the manager must first understand what his/her core competencies are. The core competencies should provide potential access to an array of markets, contribute to customer benefit, and be difficult for competitors to imitate. Managers must then exploit these competencies in establishing a competitive advantage. The core competencies of the Industrial Products will be discussed.

Essential Readings: Chap: 9 H&S, Pg: 227-234. Managing Products for Business Markets Learning Outcome The product is the central force of the business marketing strategy. Core products are the tangible link between core competencies and the end products. The strategic importance of providing competitively superior value to customers 6.10 Planning the Industrial Product Strategy This session examines the vital importance of strategic marketing plan for industrial products. Guidelines for product positioning process are reviewed. Finally we discuss the use of the technology adoption life cycle to manage high technology products. A discussion of strategies that are appropriate for each stage of the life cycle is included. Essential Reading: Chap: 9 H&S, Pg: 227-237. Managing Products for Business Markets Learning Outcome The strategic importance of providing competitively superior value to customers. The various types of industrial product lines and the value of product positioning. A strategic approach for managing products across the stages of the technology adoption life cycle. 6.11 BASF: Using services to build a Strong Brand Essential Reading: Chap: 9 H&S, Pg: 227 Learning Outcome Questions for Discussion in class: Question 1: A particular product strategy will stimulate a response from the market and a corresponding response from competitors. Which specific features of the competitive environment should the business marketing strategist evaluate? Question 2: Firms like Microsoft, Sony, and Intel have experienced a burst of demand for some of their products. During the tornado for a high-tech product, the guiding principle of operations for a market leader is Just Ship. Explain and discuss the changes in marketing strategy the firm must follow after the tornado. 6.12 Managing the Procurement of business Goods - Channel Management The most elaborate and well-designed product, promotion, and pricing strategy may fail miserably if the business marketer is not able to develop effective marketing channels In this sense, design and management of the channel must reflect the broad marketing goals established for the entire marketing strategy and be integrated with all strategic elements. The goal of this session is to provide a firm grasp of the essentials of designing and administering the marketing channel. We start with the focus on the basic nature of the business marketing channel. In particular, the channel tasks are specified and the nature of direct and indirect distribution is then explored. Finally, the need to employ a variety of channels, including e-channels, is delineated and related to the nature of the market situation. Essential Readings: Chap: 12 H&S, Pg: 292-310. Planning Business Marketing Channels

Learning Outcome: Understand the alternative paths to the B2B procurement. Understand the critical role of industrial distributors and manufacturers in the marketing channel. The central components of Channel design Requirements for successful Channel strategy 6.13 Pricing Strategy for Business markets: Meaning of Value in Business markets The determination and administration of the price of business products is a complex and demanding process. The pricing process must be integrated with all other elements of marketing strategy and should reflect an understanding of the buyer's perception of the product's cost and benefits. The focus of this session is to provide a comprehensive framework for understanding the diverse factors that impinge on the determination of the price of industrial products. We begin with a discussion on the meaning of value in business markets. Value is defined as a combination of benefits and sacrifices, and types of benefits and sacrifices are identified. This session also summarizes the key factors that need to be considered during the industrial pricing process. Pricing objectives need to be established at the outset of the pricing process. Next, we examine the determinants of demand as they relate to price determination. Included in this treatment are the concepts of value, cost/benefit analysis, and search behavior/switching costs. The session closes with an examination of cost classifications and competitive factors. Essential Readings: Chap: 15 H&S, Pg: 367-378. Planning Strategy for Business markets Learning Outcome Understand how customers define value in the pricing process. Understand how pricing decisions complement the firms overall pricing process. Understand the role of price in the cost/ benefit calculations of organisational buyers. Understand the central elements of the pricing process. 6.14 Pricing Across the PLC, Competitive Bidding Pricing strategies vary across the time frame associated with the product life cycle. This session is focused on a discussion of skimming versus penetration pricing. In addition, price decisions associated with product line considerations are explored.Responding to price attacks by competitors is explained. A systematic framework for evaluating whether to match competitive price reductions is introduced and discussed. Finally, we explore the complexities of competitive bidding. The differences between open and closed bidding are discussed and the strategies for bidding reviewed. Essential Reading: Chap: 15 H&S, Pg: 379-386. Planning Strategy for Business markets Desired Reading: Case: Meeting the Challenge of Reverse Auctions, Pg 389 H&S Learning Outcome How effective new product prices are established and the need to periodically adjust the prices of existing products. How to respond to a price attack by an aggressive competitor. Strategic approaches to competitive bidding

6.15

Managing Communication in Business Markets

Advertising's role in business marketing is very much different than that in the consumer market sphere. Business advertising is not so much geared to creating a sale, but to providing the salesperson with the opportunity to close a sale. This session investigates the role of advertising and sales promotion in marketing strategy and provides a framework for understanding the management of this important function. We start with a careful analysis of the role of advertising in business-to-business marketing is performed. Then we present an advertising decision model that can be used in the management of business-to-business advertising. The model includes analysis of objectives, budget determination, messages, media outlets, and evaluation of advertising effectiveness. This session concludes with an important review of direct marketing tools and the increasing use and value of interactive marketing. We also refer to the final stage in the model evaluation of advertising effectiveness. The session outlines the important considerations associated with measuring advertising effectiveness. Essential Reading: Chap: 16 H&S, Pg: 391-399. Business Marketing Communication Desired Reading: Case: Johnson Controls Inc (pg 412 H&S) Learning Outcome The students will learn: The specific role of advertising in business marketing strategy. The decisions that must be made when forming a business advertising program. The business media option , including the powerful role of Internet marketing communication. Ways to measure business advertising effectiveness. . 6.16 Managing Trade Show Strategy

In this session we deal with managing trade show strategy. The primary focus of the session is on the benefits, advantages, and effectiveness of trade shows. The session also includes guidelines for effectively planning a trade show. Essential Reading: Chap: 16 H&S, Pg: 406-409. Business Marketing Communication. Desired Reading: Visit http://www.tsnn.com, a comprehensive source of information about trade show events, and identify two trade shows that will be conducted in the pharmaceutical industry during the next month. Learning Outcome The student shall understand the role of trade shows in the business communications mix and how to measure trade show effectiveness. 6.17 B2B Solution sales sales approach v/s marketing approach relationship management solution selling and sales process , negotiable variable

This session will introduce the students to concept selling through need analysis and selling a solution rather than the product only to fulfill the need of the customers. The session will highlight the various levels of relationship management and customer penetration to establish the sales proposition and maximize the value for both the company and the customer. Essential Reading: Chap: 1, Page 14 - 17, Chap: 3, Page 105 - 106.Jobber & Lancaster; Chap: 11 H&S, Page 267 - 269 Learning Outcome The students will understand to appreciate the complexities of decision making process in large organizations and the need for a solutions approach to the needs of the customer 6.18 Key Account Management: concept of key account management, process of key account management Key account management is the essentials for managing accounts which are large as well has a complex line and matrix system of decision making. Key account management will teach the students a systematic way of leveraging the company strengths to build organization to organization relationship Essential Readings: Chap: 9, Page 277-283, Jobber & Lancaster. Learning Outcome The students will learn to build up plans to manage complex accounts and manage multi dimensional relationship for successful solution selling 6. 19 Key Account Plan: how to make a key account plan Key Account Management ( continued ) . Here the students will be given an exercise to build up the basics of a key account plan Essential Reading: Chap: 9, Page 284-296, Jobber & Lancaster. Case Study: Cloverleaf plc, Pages 298-300, Jobber & Lancaster Learning Outcome The students will be equipped with the template with which to build up a key account plan for any industrial customer 6.20 Products and Services in B2B Markets: Segmentation, Positioning, Pricing strategy This session will discuss in detail the market segmentation , product and services positioning and pricing strategy for the industrial and B2B market Essential Reading: Chapter:8, Page 211 - 239; Chapter: 16, Page 493-506 Reeder, Brierty, Reeder , Learning Outcome The students will learn to build on the basic learning on the 3 Ps of segmentation , product positioning and pricing strategy to have clarity on difference of B2B with the consumer/ B2C sales

6.21 Business promotion in B2B market: Advertising , generic , targeted; Seminars , workshops. Total solution concept. This session will detail out the various methods product promotion both above the line and below the line activity like Print advertisement , conducting seminars , workshops, plant audits and the concept of total solutions management Essential Reading: Chapter:15, Page 438 - 469 Reeder, Brierty, Reeder Learning Outcome This will teach the students how to create focused promotional activities to suit the needs of the individual customers and create differentiation by building on the strengths of the company and creating entry barriers for the competition. 6.22 6.23 6.24 Attendance Class presentations and viva on the project work. End Term Assessment. 5 marks 10 marks 15 marks

7.

ASSESSMENT PLAN 1. Case Analysis 2. Project 3. End Term Assessment 20% 20% 60%

7.1 Case Analysis Case analysis is key to the development of the students abilities to select, evaluate and apply concepts, models and theories to BS. In discussing and presenting a case in the class facts are not to be restated. The business situations presented in the cases may be complex and frequently involve a series of interrelated problems. The student is required to develop insight into the key problem. Case analysis in this module would require the students to thoroughly read the case and identify the situational problems. The solution of the case would involve designing a suitable analysis for solving the problems identified in the case. The cases will be analysed in pre-decided groups by students, and the analysis will be presented in class. Feedback on the same will be provided by the instructor after the presentation of analysis. 7.1.1 Case Assessment Rubrics Grade Learning Objectives Criteria Understan ding of the basic principles and concepts of the subject Analysis and Synthesis Excellen t 5 Very Good 4 Good 3 Average 2 Unsatisfac tory 1 Fail 0

Excellent applied grasp of core principle s Can analyse situations very well without guidance . Provides concise analysis of all relevant issues/th

Very good applied grasp of core principl es Can analyse a range of informa tion without guidanc e.

Good applied grasp of core principles

Competen t applied grasp of core principles

Reasonabl e grasp of core principles

Inadequate/F ails grasp of core principles

Can analyse with guidance. Detailed coverage of obvious issues/th eory.

Some evidence of understan ding depicted. Can analyse a limited range of informati on.

Some evidence of analysis but misses more subtle issues/the ory.

Little or no analysis. Fails to identify key issues/theory .

eory

Communic ation Skills

Articulat e and persuasiv e use of language .

Thought s and ideas are clearly express ed.

Language mainly fluent.

Language mainly fluent but frequent errors of grammar

Purpose and meaning somewhat clear but language is poor

Purpose and meaning unclear. Language/gra mmar and spelling poor

7.2

Project Report

The work on the project should start on the day one of the course to ensure a timely submission at the end of the Block. Kindly submit original work. Please note that plagiarism shall be severely dealt with and can lead to the dismissal of the project submitted. A student can select any one of the given three choices for doing the project report. It is mandatory to visit the concerned organization before starting the work on the project: 1. Business Selling by a Company manufacturing basic raw materials, e.g., cement, steel, 2. Trade Shows and Participation activity of a business company. Analyse the benefits, advantages, and effectiveness of the trade shows for the specific company. 3. Business selling by a company dealing in complete business solution, e.g. complete fabrication of a factory for a manufacturer. The report should comprise of the following sub-topics: Company backdrop/history Objective of Setting up the company The key Drivers of the Business The Product The Target Audience The Marketing Challenges Present Scenario with Company Reports The Future Scenario Your learning and suggestions

7.2.1 REPORT ASSESSMENT RUBRICS

Grade Learning Objective Excellent 5 Very Good 4 Good 3 Average 2 Unsatisfa ctory 1 Fail 0

s Criteria Demonstra tes an understan ding of the basic principles and concept Excellent applied grasp of core principles of the subject, evidenced through a very wide range of relevant upto-date references. Marketing suggestions very well substantiate d. Very good applied grasp of core principles of the subject, evidenced through a very wide range of relevant upto-date references. Marketing suggestions very well substantiate d. Good applied grasp of core principles of the subject, evidenced through a wide range of relevant up-todate reference s. Good consisten cy in report. Main marketing suggestio ns substantia ted. Selection of theory included in a straight forward manner and has a conceptu al knowledg e base Language mainly fluent. Grammar /spelling mainly accurate Competen t applied grasp of core principles of the subject, evidenced through a range of relevant up-todate reference s. Good consisten cy in report. Most suggestio ns substantia ted. Reasonabl e grasp of core principles of the subject, evidenced through the basic use of some relevant up-todate reference s. Some consistenc y is depicted in report. Some suggestion s substantia ted. Some evidence of knowledg e of topic and some evidence of appropriat e choice of theory Purpose and meaning somewhat clear but language is poor Inadequate/F ails grasp of core principles of the subject; very limited range of references and/or references of questionable relevance. Little or no consistency in the report

Content and Knowledge about the theory

Demonstrat es integration and innovation in selection of theory and detailed knowledge of topic

Appropriate and insightful selection of theory and a reasonable knowledge of topic

Selection of theory is appropria te and provides evidence of limited knowledg e

Lacks evidence of knowledge relevant to the topic/inappro priate choice of theory

Written Communic ation

Articulate and persuasive use of language. Consistently accurate use of grammar/sp elling

Thoughts and ideas are clearly expressed. Grammar/sp elling accurate and language fluent

Language mainly fluent but frequent errors of grammar or spelling

Purpose and meaning unclear. Language/gra mmar and spelling poor

Structure and presentati on

Structure guides reader through argument. Presentatio n is excellent.

Structure supports argument clearly. Presentation clear and appropriate

Structure coherent. Presentati on good.

Structure and presentati on satisfacto ry

Problems with structure and presentati on

Structure unclear. Poorly presented.

7.3 End Term exam The end term assessment would be conducted in the 24th sessions and would be of 60 marks. The assessment will be based on a case study for 60 marks. 8 LEARNING CURRICULUM 8.1 CURRICULUM MAP: BUSINESS SELLING Programme Learning Outcomes Module L1 L2 L3 L4 L5 L6 L7 L8 BS * * * * * * L9

L1: An understanding of organizations, their external context and their management. L2: An awareness of current issues in business & management which is informed by research & practice in the field. L3: An understanding of appropriate techniques sufficient to allow investigation into relevant business & management issues. L4: The ability to acquire & analyze data and information. L5: The ability to apply relevant knowledge to practical situation. L6: The ability to work & lead effectively in a team based environment. L7: An improvement in both oral & written communication skills. L8: Be cognizant of the impact of their individual & corporate actions on society and recognize ethical business practices. L9: Be sensitive to the social economic and environmental responsibilities of business. 8.2 TEACHING MAP: Business Selling TEACHING MAP Module T1 T2 T3 T4 T5 T6 BS * * * * T1: T2: T3: T4: T5: T6: Lectures Seminars/Tutorials Projects & Presentation Case Discussion Guest Lectures/Industrial Visit Lab Sessions

8.3 ASSESSMENT MAP: BS ASSESSMENT MAP Module A1 A2 A3 A4 A5 BS * * * * A1- Individual assignment/case study

A2- Group assignment/ project/business plan A3- Open book examinations/ case study A4- Closed book examinations A5- Group Presentations