MKT 6231 Section 555

Sales Management
Saturday 9am-1pm

Instructor – Doug Ferber, Adjunct Professor

c/o DEFcom, LLC
5817 Deloache Ave
Dallas, TX 75225
214-369-2341
dougferber@sbcglobal.net
Office hours: Saturday 8am-9am and by appointment.

Textbook
Churchill/Ford/Walker Sales Force Management by Johnston & Marshall 9th Edition (SFM)

Cases
Arrow Electronics
Puritan Drug Co.
Siebel Systems
The Jamestown Company

Articles
Aspects Of Sales Management: An Introduction
It’s All About Sales
Why Is My Salesforce Automation Failing?
Personal Selling And Sales Management
Creating a Customer-Centric Team: Coordinating Sales And Marketing
CEO Hits The Road
Manage Customers For Profits
Make The Sales Task Clear
What Counts In Motivating Your Salesforce?
Strategic Sales Management: A Boardroom Issue

Video
References to and analogies involving these feature length films may be made throughout
the semester in classroom lecture and discussion. Viewing these films is not required but
will help you to better understand the concepts we will cover. All are available for rental or
purchase at local video stores.
Glen Gary/Glen Ross
Death Of A Salesman
Tin Men
Patton

Course Format
This course consists of three integrated formats. The first is lecture and discussion on key
selling and sales management decisions. The second is analysis of cases and articles that
describe classic sales management issues. As you no doubt know by now, learning from
cases depends on a thorough analysis of assigned cases and classroom discussion.
Therefore, each member of the class is encouraged to actively prepare for and participate in
class discussions…your final grade will depend in part on the degree to which you prepare
for class and participate in class discussions. The third format will be guest speaker(s), time
permitting.
Course Objectives
Acquire knowledge about the concepts and practices in the selling and sales process. To
successfully complete this course, each student is expected to:
1. Relate how Sales interacts with other Marketing and business functions; and
2. Develop an ability to apply academic concepts to business problems involving
the management of the sales function.

Your ability to achieve these objectives will be determined through:

1. One written examination
2. Development of a case analysis including a written report
3. Development of a Detailed Sales Plan
4. Class participation

Grade Distribution
The purpose of grading is two-fold. One is to evaluate your performance for the purposes
of the academic system. The other (and perhaps more important) is to provide you with
feedback on your ability to develop, utilize, and share your ideas and conclusions concerning
the topics covered in this course. Your course grade will be based on the following:

1) Written Case Analysis 20% 100 points

2) Exam 1 30% 150 points
3) Sales Plan 40% 200 points
4) Attendance/Participation/Case summaries 10% 50 points
Total 100% 500 points

Total Points Grade

450-500 A
400-449 B
350-399 C
300-349 D
below 349 F

I understand that each student has a grade objective that he or she would like to achieve. I
will be happy to discuss your objectives whenever you like and review your performance
during the two weeks following each graded assignment or exam. After this period all grades
are final. There will be no exceptions to this policy.

1) Written Case Analysis (100 points)

Each student will be assigned to a case and will prepare a 10-page (maximum) document
(inclusive of tables/graphs) defending their opinion of what is right/wrong with the
activities and performance of the sales organization described in the case, as well as
suggestions as to what the given company should implement, if anything, to correct its
problems. The student will take on the role of the company’s management. Attention must
be paid to quantitative evidence/issues, as well as qualitative aspects of the case.

2) Exam 1 (150 points)

This two-hour essay and short answer exam will test on the material covered in the first six
sessions. Be prepared to formulate a quantitative analysis as part of your responses to the
essay questions.
3) Sales Plan (200 points)
The class will be randomly divided into small groups. Each group will be responsible for the
development of a detailed integrated sales plan of no more than 15 pages (double-spaced)
that will be presented during the final class session. Each group will have a maximum of 30
minutes to make their presentations which will then be followed up with a question and
answer session of 15 minutes. Any audio visual media may be used as long as you
understand how to use the equipment and that your presentation stays within the time
allotted. The information on the subject company will be given to you by the 3rd class
session. 75% of your grade will be determined by the content of your analysis, 15% by the
quality of your presentations, and 10% of your grade will be determined by your fellow
group members.

4)Attendance/Participation/Case Summaries (50 points)

We have eight sessions to cover a lot of material and administer a written exam. Attendance
at each session for the entire session is mandatory. Class participation will affect your final
grade. You cannot participate if you do not attend class. Students are expected to come to
class prepared. This means reading and preparing to discuss the assigned chapter(s) and
case(s) and article(s) prior to class. You must prepare and hand in a one-page summary of
each case that is scheduled to be discussed in class. These case summaries will also count
toward your final grade. Class discussion is essential. I may call on students randomly to get
a lecture or case discussion jump-started.

5)Honor Code
My policy is to follow the honor code guidelines outlined in the UT-Dallas code of ethics.
Please read them if you haven’t already done so.
 Course Outline

Session I – January 9
A. Introduction
B. Review syllabus/course/expectations
C. SFM Chapters 1, 2, & 3
D. Distribution of Case Assignments
E. Article: Aspects Of Sales Management: An Introduction
F. Article: It’s All About Sales
G. Article: Personal Selling And Sales Management

Session II January 16
A. SFM Chapters 4 & 5
B. Article: Why Is My Salesforce Automation Failing?
C. Article: Creating a Customer-Centric Team: Coordinating Sales And Marketing
D. Case #1 Siebel Systems-Anatomy Of a Sale

Session III – January 23

A. SFM Chapters 6, & 7
B. Case #2 Puritan Drug Company
C. Article: Make The Sales Task Clear
D. Article: Manage Customers For Profits

Session IV – January 30
A. SFM Chapters 8 & 9
B. Case #3 The Jamestown Company
C. Article: What Counts In Motivating Your Salesforce?

Session V – February 6
A. SFM Chapter 10 & 11
B. Case #4 Salesforce Training At Arrow Electronics
C. Article: CEO Hits The Road

Session VI – February 13
A. SFM Chapters 12 & 13
B. Final Exam Review
C. Article: Strategic Sales Management: A Boardroom Issue

Session VII – February 20

A. Final Exam

Session VIII – February 27

A. Final Case Presentations