CASE WESTERN RESERVE UNIVERSITY WEATHERHEAD SCHOOL … · case western reserve university weatherhead school ... case western reserve university weatherhead school of management

CASE WESTERN RESERVE UNIVERSITY WEATHERHEAD SCHOOL OF MANAGEMENT SELLING & SALES MANAGEMENT MKMR 312

PLEASE NOTE: It is your responsibility to read and understand this syllabus and to know the requirements for this course. Receipt of this syllabus implies that you have read it thoroughly. FALL 2006 M/W 3:00 pm – 4:15 pm, PBLB 201 OFFICE: PBLB. Lewis 339 INSTRUCTOR: Walt Sokira PHONE: 216.368.2471 E-MAIL: [email protected] OR [email protected] [email protected] (optional e-mail) OFFICE HRS: M/W 11:00 am to 12:00 pm Call or email any time. Monday & Wednesday 11:00 am to 12:00 pm.

We also can deal with a lot of topics by email or phone. For others, we can schedule a time to meet ANNOUNCEMENTS: BlackBoard Please get in the habit of checking it frequently. It will be my medium for Announcements, Assignments, Worksheets, Samples, Feedback on your deliverable submissions. “There are damn few hunters… but everyone likes to eat meat” – Jim Brown, NFL Hall of Fame. The human body has two ears and one mouth. To be good at persuading or selling, you must learn to use those natural devices in proportion. Listen twice as much as you talk and you'll succeed in persuading others nearly every time. --Tom Hopkins, Tom Hopkins International The strongest oak tree of the forest is not the one that is protected from the storm and hidden from the sun. It's the one that stands in the open where it is compelled to struggle for its existence against the winds and rains and the scorching sun. ` Napoleon Hill: COURSE DESCRIPTION: Nothing happens until a sale is made. That simple point underlines the importance of sales. Almost every business plan “assumes” a certain amount of sales but that assumption is the tipping point. Without sales the entire business model is an exercise in frustration. The entrepreneur and the manager must not only understand the sales process but also embrace the fact the ability to sell is the single most critical success factor of any enterprise, whether new or ongoing. This course moves to the vaunted perspective of ‘strategy.’ However it gets right into the very practical and tactical ins and outs of how to sell products and services to a sophisticated marketplace. Then the course moves into the more complex subject of how to build and manage a sales force and covers subjects such as building compensation systems for a sales force, assigning territories, resolving disputes and dealing with channel conflicts. In a larger sense, the entrepreneur has to “sell” his vision to prospective employees, to angel and venture investors and to strategic partners. The general manager must continually sell to his existing customers and recruit new customers and must make decisions about which products the market needs and which channel can most effectively sell those products. Sales is the one function that can’t hide behind the veil of corporate double-talk; sales goals are either made or not made. Every entrepreneurial activity and every corporate direction leverages off that single fact. Markets are not totally rational and firms with the best sales teams will usually win.


In this course we will explore management of the sales component of an organization’s marketing program. We will utilize a managerial approach and emphasize developing an understanding of basic marketing concepts, interrelationships among sales force management and other areas of business, and developing appropriate strategy for managing a sales force. We will use theories of work motivation and explore how individual difference variables influence the choices of sales managers This course uses a synthesis of sales research and leading practices and focuses on strategic sales orientation. The course takes both a strategic and a tactical perspective. Strategic issues include: entrepreneurship strategy, customer relationship management, strategic accounts and transitioning to sales manager. What part does the sales force play in the company's go-to-market strategy? What is the best size for the sales force? How should the sales force be organized? What is the best way to allocate sales force resources? Tactical issues include: What are effective approaches to selling? How do we finding/retaining top sales talent? How do we motivate the field force? How do we compensate our people? What are effective ways for evaluating performance? How do we align sales territories? COURSE OBJECTIVES: The basic objectives for this course are:

1. to gain an understanding of sales management as a major function within the marketing and promotional mix of a firm.

2. to familiarize you with the principles of selling 3. to understand the challenges and opportunities in sales management 4. to gain practical training in account management, field sales management, and sales and

marketing strategy planning. Knowledge Objectives

1. Develop an understanding of the terms, concepts and theories of selling and sales management 2. Develop and understanding of how selling and sales management is vital to the marketing

discipline Managerial Objectives

1. Improve written communication skills by actively and dynamically completing a diverse set of assignments that require critical thinking

2. Develop problem analysis skills, and ability to translate a selling and/or sales management problem into a feasible course of action,

3. Improve teamwork skills by working in a team to complete in-class assignments and case studies 4. Improve oral communication skills through formal and informal presentation of assignments,

exercises and class participation COURSE APPROACH: Classes will be a combination of case studies, discussion, exercises and lectures. The role of the Instructor in this course is one of coordinating /leading discussions rather than lecturing. He should try to focus in on certain areas and provide stimuli for further questions. All assignments must be based upon your own work. COURSE MATERIALS: 1. eBook: Hopkins, Tom, Laaman, Laura, The Certifiable Salesperson: The Ultimate Guide to Help

Any Salesperson Go Crazy with Unprecedented Sales! [E-Book], Wiley , January 2003, ISBN: 0-471-43092-7


2. Text: Dalrymple, Douglas J., Cron, William L., DeCarlo, Thomas E., Dalrymple's sales

management : [concepts and cases] (9th Edition), Hoboken, N.J. : Wiley, c2006, ISBN: 0-471-74319-4

3. MARS Sales Management Simulation (2006), Cook Robert, http//www.shootformars.com [total

price $100/team ] 4. Handouts “HO ”Additional material and assignments will be distributed in class or posted to

Blackboard (weekly) COURSE EVALUATION:

A. Class Participation 20 % B. Individual Sales Role Play 10% C. Team Case Reports (2) 10% D. Term Team Project (A) SMS MARS 10% E. Term Team Project (B) SALES ORG 10% F. Term Team Project (B) Presentation 10% G. Team Peer Evaluations (2) 10% H. Exam 20% 100%

A. CLASS PARTICIPATION GRADING

Criteria for Valued Class Participation You are expected to be thoroughly familiar with assigned reading material prior to coming to class.

On days when a case is assigned, a significant portion of class discussion will be devoted to case analysis. It is important that you come to class fully prepared to discuss the case even if your group is not submitting a case write-up. You are also expected to actively contribute to the class discussion during lecture classes.

Some hints for what makes a good participant:

--ask insightful questions or answer another student’s question --make a thoughtful comment on the topic discussed --share with the rest of class your relevant work or life experience --build your argument persuasively --help the progression of discussion --provide novel and innovative ideas Participation Scores: Class participation will be evaluated for each class on a 0-5 scale, as follows. As you see (and a little cruelly, but reflective of what you will face in your career) full preparation of the work for the day that is no evidenced by participation earns a maximum of 2 points for the class.

0 points－Absent

1 points－Physically present but no preparation and participation at all.

2 points－Prepared only on submitted cases, uninvolved otherwise.

3 points－well prepared on all topics, responds to questions, occasionally leads discussions.


4-5 points－well prepared on all topics, actively responds to questions, initiates

discussions, engages colleagues In-class Courtesy 1. Be on time. If you are late for class, 1 point will be deduced from your participation score of that

day. 2. There will be no excused absences from class other than for documented illness and deaths in the

family, items for which the school has a policy. If you believe you have special circumstances, discuss them with the instructor.

3. Keep your laptop closed during the class. If you start using your laptop during class, it will be seen as “only physically present” and you will receive 2 points for classroom participation that day. If you believe you have special circumstances, discuss them with the instructor.

4. Please turn off call phones and beepers. Interruptions – including checking who is calling in on vibrate -- from devices will be treated as “absence

B……INDIVIDUAL ROLE PLAY In order to truly learn about selling one has to sell. Therefore, there is one role play that will put you into a personal selling situation. It is understood that many students will be very uncomfortable with this requirement however there is great deal to be learned by fulfilling it. Details on the role play will be posted on Blackboard and discussed in class. C. CASE STUDIES: The case packet can be referenced at the Harvard Business School website www.harvardbusinessonline.com. You can secure the cases from the Harvard website. You will receive an e-mail that will give detailed instructions on how to access the course packet from the website. Case Names Reference Number

1. Sarah Harris E168 2. Siebel Systems: Anatomy of a Sale, Part 1 9-503-021

Siebel Systems: Anatomy of a Sale, Part 2 9-503-022 Siebel Systems: Anatomy of a Sale, Part 3 : 9-503-023

3. What a Star--What a Jerk (HBR Case Study) R0108X 4. Karen Leary (A) 9-487-020 5. Perelson Weiner LLP 9-506-006 6. Royal Corp. BAB122

Purpose and Requirements

Case assignments are designed to provide an opportunity for practical application of the concepts introduced through the lectures and readings.

Your team will need to turn in written case analyses for a total of two out of five cases. However, you should be prepared to discuss all assigned cases in class. Please note that the first case: “ Sarah Harris E168” is for only practice purposes. Consequently, everyone must prepare a report for it. You will receive feedback, however, it will not be counted in your grade. Content of Case Report:

1. Purpose of the Report State the purpose of the report. Specify the organization’s objectives and the problems to be addressed in your analysis. Remember, without objectives it is impossible to have problems.


2. Option Listing

Briefly list the action program options the management should be considering. 3. Recommendations

State the manner in which each of the problems you have identified should be solved. In this section, only your recommendations should be given. Reasons for the recommendations should appear in the analysis. The criterion for choice of an action program is the degree, relative to other action options, to which the chosen action program moves the organization toward its objectives.

4. Analysis This is the heart of your report. It entails marshalling factual data which support your objective and problem identification and your choice of your recommended course of action.

5. Summary Summarize again your recommendation and the key reasons why you have made this decision and any contingencies you feel are needed.

6. Exhibits Exhibits include tables, charts, models, and/or financial analysis to support your analysis－optional, but as necessary. Be sure that the exhibits are cited in the text of the write-up so the reader can find them easily.

7. Citations Please, throughout the text and exhibits where the material is used, cite any persons, written or electronic sources (including data from the case itself). The citation should be complete enough so that the instructor can find the original source

Format of Case Report:

1. All written case report must use MS word file with default margins (1” for top and bottom, 1.25” for left and right). The report must be double spaced in 12-point font Times New Roman, with pages numbered consecutively throughout the report.

2. The written case report should not be greater than 10 pages in length, inclusive of all text and exhibits (tables, figures, appendices, and so on). Exhibits are not mandatory and should be used only when needed. If you use exhibits, make sure you reference them accurately in the text.

3. The written case report should have a cover page. The following information should appear on the cover page: course number (MKMR 312), case name, team name, team member, email of each team member, and submission date.

4. Use a business/professional writing style (e.g., simple declarative sentences, active voice, avoid techno-babble, buzz words and acronyms. Focus on the relevant issues).

5. Please proofread your report and exhibits carefully and staple the pages together. 6. Case report is due at the beginning of class. Please print an extra copy that you can reference

during the class discussion. Keep in mind that network printers get a lot of volume on days when assignments are due.

7. In addition to the written case report I would like an E-mail submission of the written case report. The E-mail submission should be sent as a WORD document to [email protected] . Do not send exhibits.

H. EXAM(S): Exam(s) is meant to assess your grasp of concepts and principles introduced in class. They will be based upon material from the text, readings, and lectures. In-class MID-TERM and FINAL, closed book, exams will be given in the middle and end of the semester and will consist of short answers and relatively long essays. Further details regarding exams and any changes will be provided in class. Time permitting we will have a short review before exams. YOU ARE RESPONSIBLE for text information as well as class discussion. NO provision is made for make-up examinations unless prearranged with me BEFORE the scheduled day of the exam for class. I will provide necessary paper for tests.


TEAM PROJECTS The instructor will facilitate your forming teams of up to 6 for both case assignments and the term team project. We will strive for a balance among teams in terms of academic background, experience and elements of diversity. Heterogeneous team composition (gender, ethnic, major, etc.) inspires new idea generation and benefits team dynamisms. Purpose: Group projects provide several important benefits. First, discussing concepts with peers promotes deeper understanding of the material. Second, working in groups allows you to tackle more complex problems. Third, dealing with team members gives you experience in handling interpersonal professional relationships, which is critical in "real-world" settings. Team Work: The success of your team will greatly depend on the ability of the team members to work together. Working well as a team requires that each member learns to cope with different personalities of the other team members. A strong team does not let differences in schedules, age, gender, or experiences interfere with their performance. Free-Riding: Free-riding is an inevitable risk in all team endeavors. If a team member does not carry his or her share of the work, that individual should be warned of the need for improvement. If you have a problem with team members, please resolve it within your team. For all other issues, please set up an individual appointment with me. It is important to address all issues early in the semester, and not at the end – difficulties are most likely to be resolved when addressed early. As a last resort, of course, the free rider probably will receive low peer evaluations. However, this is a failure of team dynamics, not a victory of power. D. TERM TEAM PROJECT (A) MARS SALES MANAGEMENT SIMULATION: The class will be divided into teams for participation in the sales management simulation. Each team is required to purchase the MARS simulation at www.shootformars.com as a supplement to the assigned textbook. Failure to purchase the simulation will be considered nonparticipation, and result in a grade of zero for that portion of the course. Simulation decisions are made over the Internet. Each team must log on to its own account and enter team decisions. These decisions can be entered at the students’ convenience, but there is a deadline for submission. For each decision period, the decision must be entered by the end of class on the date indicated in your syllabus. If a team wishes to leave their decisions unchanged from the prior period, a team member must still click on the “submit decisions” button to submit their prior decisions. Failure to submit a decision on time, for any reason, will result in a simulation run using default decisions for offending teams, and a deduction of 1 pt. from the final total of all team members for each occurrence. In the unlikely event that the simulation is “down” at the deadline for submission, students should bring this problem to the professor’s attention immediately, and the deadline will be extended as necessary. Any deadline extension will be communicated by email an during class discussion. The simulation will be run at the end of class on each decision due date, and the results will be available to students immediately thereafter. After the simulation has been run, students may log on to the Internet to obtain the results and to begin making the next period’s decisions. The computer simulation is worth 10%. Simulation grades will be individually-based, and primarily determined by each team’s cumulative contribution to profits, summed over all periods in the simulation. Points awarded to each team will


depend on the team rank ordering based on cumulative contributions to corporate profitability over the life of the simulation. Team points will then be awarded to team members based on their level of participation in the group. It is assumed that all team members will fully participate and receive 100% of the awarded team points. However, poor team participation can result in a reduced point allocation ranging from 100% to 0% (for non participation). Any issues regarding team member participation should be brought to the professor’s attention immediately. Waiting until the end of the semester to make problems known is too late to have them resolved. Team points will be awarded as follows:

First Place 100% Second Place 96% Third Place 92% Fourth Place 88% Fifth Place 84% Sixth Place 80% Seventh Place 76%

E., F. & G. TERM TEAM PROJECT (B) ANALYSIS OF SALES ORGANIZATIONS This project may be completed in teams of four to six students. Your team will complete a sales management analysis and assessment of a company of your choosing. This project will be completed in groups, the results of which will be presented in an 8-10 page paper. A specific company that utilizes salespeople and sales management concepts must be selected and agreed upon by ALL members of the research team. This company will be the focus of the research report. It will be the responsibility of the team to receive approval for the company selected before beginning work. The company must have a sales force of at least five people. Appointments should be secured with a sales manager from the company. Teams will present their findings in class during the last few class meetings. Presentations will include the sections outlined below as well as a brief analysis of the firm’s strategic selling process. Recommendations for improvement will be proposed based on this analysis. Presentations will not exceed 20 minutes in length, with two questions allowed from non-presenting colleagues. If needed, help will be provided finding a sales organization by the Instructor. Please communicate with me immediately if you feel assistance will be needed. If you have an sales organization please get the appropriate approvals within the first two weeks of the term. The project should contain the following basic sections: Section I – Importance of Selling to the Company Compare the relationship of selling to other functions of the company. What are the functions of advertising, trade shows, and public relations as they relate to the company’s selling strategies? Describe the product or service and the company. What are the main competitive (selling) advantages the company has over its competition (i.e., price and value-added new technology)? What is the general approach to selling- high pressure, consultative, low-key? Describe in detail. How much of the marketing budget is spent on selling versus advertising? How long is the sales cycle? How many calls does it take to close a sale? Section II – Description of the Sales Force How many salespeople does the company have? What is the rate of turnover? Describe in detail the type of salesperson the company seeks when filling positions. Where do they seek applicants? How do they select people they think will be most successful? What do they think of testing salespeople? How important is experience? What other items on a resume would be important in making the selection? How important are appearance, attitude, social skills, verbal skills, etc.? Do they ever use “team selling”? Who are the members of the sales team?


Section III – Training Program for Salespeople Describe in detail the training program for salespeople. How much emphasis is placed on product training, sales training, sales automation, motivation, company policy training, and customer behavior training? Do they use in-house training (by company people) and/or consultant training? Where and when do they hold training meetings? How much does it cost to train a person? Do they use audiovisual tools, role-playing, classroom presentations, videotapes, etc.? How many steps are the in the process that they recommend their salespeople use in planning a sales call? What are the steps? Do they train people in relationship skills? Is motivation important to their salespeople? Why? How do they provide motivational training or incentives? Are there support specialists (technicians, computer service personnel, sales managers, etc?) that help in strategically planning sales proposals and presentation strategies for closing key accounts? Section IV– Customer Profiles How are the prospects located? Does the company set up booths at trade shows to attract leads? How are sales territories determined? How much time does the salesperson spend traveling versus time in front of the prospect? How much time is spent away from home at night, on weekends, etc.? Do salespeople travel by car or air? What percent? How many calls does the salesperson make in a day or a week? Have territories ever been reorganized or will they be in the future? Why? How are sales potentials/forecasts determined for each territory? What are buying motives of a typical buyer? What is the biological sketch (detailed) of the typical buyer? Is a computerized contact (prospect) management system used? What kind? Are prospect cards kept? Are there different classes of prospects? Are presentations made to groups? How many in a group? What is the basis for classifying? What are the major buying decisions the customer must make before actually buying? Section V – Performance Standards and Compensation What kinds of performance standards does the company have for salespeople and sales managers? How often are performance standards evaluated? How are quotas set? How often are they revisited? Have they been revised recently or will they need to be in the future? Why? How do the quotas differ for beginners compared to experienced people? How often are salespeople and sales managers formally evaluated? By whom? What changes have occurred or will occur in the future? Why? How is an evaluation conducted? Describe in detail the compensation package for salespeople and/or sales managers. What is the average (ballpark) annual compensation amount for salespeople and/or sales managers? Beginners versus ten years experience? What percent of salary does incentive pay usually amount to? How does compensation relate to performance standards and evaluation? What are the pay periods? When is bonus or commission paid? Do bonuses and commissions provide motivation? How much and why? Section VI – Recommendations for Improvement What is your assessment of the effectiveness of the sales plan? What changes would you propose to improve the sales process? Is the role of management effective? How may it evolve to become more effective? Describe specific actions that will yield the desired results. CLASS PARTICIPATION/ATTENDANCE/INVOLVEMENT: Active class participation is expected and encouraged. Participation in this class is important. Most effective learning takes place when you are involved. By participating in the class sessions you will enhance your learning. I expect you to come to class prepared to share knowledge and be a part of the learning experience within the class. This implies that you need to read the assigned materials before class, think about the issues raised, and be prepared to discuss and answer questions about them in class. Although, class lectures and


discussions will not cover directly all the assigned readings, you are expected to know the information and use it in analyzing issues raised in class discussions and cases. The sizable portion of your grade assigned to class participation attests to its importance. A case oriented course creates a setting where participation is an essential ingredient to the learning process. I should, however, note that participation does not suggest that I expect all of you to speak in every class – one could be a participant (in the learning process) while another is making a well-honed point. What does make for a highly involved class is a well-prepared class. To ensure that I do not penalize those of you who prefer to learn by letting others take a more active classroom route, I will collect one page executive summaries of all cases. I will review these one-page write-ups at the end of the semester when it is time to assign a class participation grade. Please note that all case write-ups are due on the date assigned for class discussion and will be collected at the beginning of class. Announcements concerning the conduct of the course will be made at the beginning of each class. You are responsible for all information contained in these announcements. Occasionally, there may be conflicts with your attendance and you should make every effort to let me know about your absence as soon as possible. A simple e-mail is sufficient. Appropriate proof should be provided for excused absences. Doctor’s appointments do not count as excused absences unless the doctor specifically states that you should not attend class due to your illness. You are responsible for class notes for the class you miss. Please do not approach me for lecture notes - - see one of your classmates. I expect you to turn in all assignments on the due date. No late assignments will be accepted – all assignments are due before the missed class, not after. If you have an engagement that prohibits you from attending class, you need to turn in the assignment before the class. In this case you will receive ½ credit, as it is not possible to earn participation points if you are not physically in class. All classes will start and end within the allotted time. Please note that late arrivals and early departures will not be tolerated. You are expected to schedule all of your other activities (including meetings, interviews, etc) at a time that does not conflict with the class time. We all have busy schedules, and thus prioritize our activities, which inevitably requires tradeoffs and choices. At the same time, as adults we are the only ones responsible for the choices we make. ADDITIONAL IMPORTANT INFORMATION: HONOR CODE Course Assignments I expect you to do your individual assignments on your own and your team assignments within your team. I encourage the formation of responsible study groups for discussing concepts and problem difficulties; however, homework assignments are my way of assessing your comprehension of the concepts. In no case, of course, should another’s work be substituted for your own. You and/or your team are expected to do your own work and complete your examinations and quizzes independently. Academic Integrity The instructor expects all students to fulfill the objectives of the CASE Statement of Ethics. You are responsible for familiarizing yourself with the University Honor Policy. (If you are a new student to CASE and not aware of this statement, please consult the instructor or the CASE website for a copy.) If there is a suspicion of a violation of academic integrity within the course, the instructor will follow the official CASE protocols for academic infractions as detailed in the University General Bulletin.


Questions If you are not sure whether or not something you plan to submit would be considered either cheating or plagiarism, please do not hesitate to ask the faculty. COURSE SCHEDULE:

Date Topics Readings Case Deliverables** Professional Selling

28-Aug

Introduction, Life, Times and Career of the Professional Salesperson

(1) HO , (2) Hopkin/Laaman pp.1-35

The Certifiable Salesperson

30-Aug

The Sale, Approach, Preparation for Presentation and/or Demonstration

(1) HO , (2) Hopkin/Laaman pp.36-73, (3) Cron/DeCarlo pp. 1-10 & Ch. 5 pp.141-144


(1) Your Elevator Pitch (2) Sign-Up for Personal Selling Role Play

4-Sep Labor Day Holiday

6-Sep

Plan: Product Knowledge, and Handling Objections

(1) HO , (2) Hopkin/Laaman pp.74-118 (3) Cron/Decarlo Ch. 5 pp.145-157


(1) Your Resume (2) Team Formation

11-Sep

Professional Sales Guests from Abbott Laboratories (1) HO


*****Personal Selling Role Play (my office by appointment)

13-Sep

Meet: Sales Prospecting & Qualify: The Value Proposition and Selling Tactics

(1) HO , (2) Hopkin/Laaman pp. 119-156

Sarah Harris E168

*****Personal Selling Role Play (my office by appointment)*****Team Written Case Analysis*****

18-Sep Professional Sales Guest Prentice Hall Publishing (1) HO

20-Sep The Close Cron/Decarlo Ch. 5 pp. 157-162


Date Topics Readings Case Deliverables** Sales Management

25-Sep Introduction to Sales Management

MARS Sales Management Simulation “SMS” Student Manual

MARS Sales Management Simulation “SMS”

27-Sep Sales Management

(1) Cron/DeCarlo pp. 10-25 (2) MARS Sales Management Simulation “SMS” Student Manual


2-Oct Sales Training Cron/DeCarlo Ch.8


4-Oct Motivating Salespeople Cron/DeCarlo Ch.11 MMS Practice Decision #1

9-Oct

(1) Compensating Salespeople (2) Team Case Discussion Cron/DeCarlo Ch.12

Perelson Weiner LLP 9-506-006

Team Written Case Analysis*****

11-Oct Sales Forice Organization Cron/DeCarlo Ch.6 MARS: SMS MMS Decision #1 (Final)

16-Oct (1) Leadership (2) Term Case Discussion Cron/DeCarlo Ch.9

Karen Leary (A) 487020


18-Oct MIDTERM EXAM (2) MARS: SMS (1) SMS Decision #2 (2) Team Peer Evaluation #1

23-Oct Fall Break

25-Oct (1) Ethical Leadership (2) Term Case Discussion Cron/DeCarlo Ch.10

(1) What a Star What a Jerk R0108X (2) MARS: SMS

(1) Team Written Case Analysis***** (2) SMS Decision #3

30-Oct Evaluating Performance Cron/DeCarlo Ch.13

1-Nov Recruiting and Selecting Salespeople Cron/DeCarlo Ch.7 MARS: SMS MMS Decision #4

6-Nov Strategy & Sales Program Planning Cron/DeCarlo Ch.2


8-Nov Sales Opportunity Management Cron/DeCarlo Ch.3 MARS: SMS SMS Decision #5

Date Topics Readings Case Deliverables** B2B Selling & Sales Management

13-Nov

(1) Account Relationship Management (2) Team Case Discussion Cron/DeCarlo Ch.4

Siebel Systems: Anatomy of a Sale, Part 1 , Part 2 and Part 3 (9-503-021, 9-503-022 and 9-503-023


15-Nov

Account Relationship Management (2) Team Case Discussion Cron/DeCarlo Ch.4

(1) MARS: SMS, (2) Royal Corp. BAB122

(1) Team Written Case Analysis***** (2) SMS Decision #6

20-Nov Negotiation (1) HO

22-Nov Negotiation (1) HO MARS: SMS SMS Decision #7

27-Nov Term Project Presentations

Term Project Presentations

29-Nov Team Project Presentations MARS: SMS

1) Term Project Presentations, (2) SMS Decision #8

4-Dec Team Project Presentations

Term Project Presentations

6-Dec Course Wrap-up Team Peer Evaluation #2

20-Dec FINAL EXAM 12:30 – 3:30pm

22-Dec Grades Due

***** The Instructor Reserves the Right to Change Schedule When Needed ******

This assignment schedule may change at the instructor's discretion. All announcements pertaining to changes will be made at the beginning or end of class. You are responsible for writing down any assignment changes to this schedule and for complying with such changes. Email updates will also be sent as necessary. Please make sure I have your current email address. If there is a discrepancy regarding grades, the burden of proof will be on you so keep all returned assignments. If you disagree with a grade, please submit a typed explanation as to why you think the grade should be changed and then we will set up an appointment to discuss it.


MARS Sales Management Simulation

Team Registration Instructions MKMR 312: Selling and Sales Management

Registration for the MARS simulation must be done the first week of classes. Failure to register for the MARS simulation is nonparticipation and will result in a grade of zero for that portion of the class. Step 1: Get a team.

The simulation is played in teams of four. You may select your team. Those who cannot find a team will be assigned in class. Step 2: Obtain your registration information.

You will need the following information to register your team over the Internet: a. A password: Your team should agree on a password that will be used during the simulation. You will be asked to invent

and submit a password during registration. b. Your team’s first and last name: You will need to enter both your name and your team’s name during the registration

process.

You are now ready to create a USERID and password, and register your team over the Internet

Only one team member should log on to the Internet and complete steps 3 & 4. This will require payment the $100 team fee by credit card. That team member will then collect the $25 share of the simulation cost from the other team member.

Step 3: Create USERID and Password

1. Go to http://www.marssimulations.com.

2. Click the “Logon” tab at the top of the screen. This will take you to the Logon screen.

3. Click the “Register as student” button on the right hand side of the screen. This will take you to the “Register As New Student” screen.

4. Enter your email address and a password. If you have multiple email addresses, you can choose one. The password you enter can be anything you like. This is the password that you will be using when accessing this system. It is recommended that you use a password that is unique to this system.

5. Click the “Register” button to complete your registration.

6. You now have a USERID (your email address) and a Password that your team will use to access the site. You should share the created USERID and Password with your partner. Both team members access the simulation using the same USERID and Password.

Step 4: Registration and Payment for the Simulation

1. Click on the “Register For Simulation” tab at the top of the screen.

2. On the first screen, input your instructor’s email address, and the name of the simulation provided by your instructor. Click “Continue with Registration” to proceed to the next screen.

3. On the next screen, create and input the following information:

1. The names of all of all your team members, using both first and last names.

2. Leave the access key code blank and, press “Complete Registration” to complete your registration process. That will take you to the payment screen.

4. Click the PayPal button to be transferred over to PayPal. It is not necessary to have a PayPal account to pay by credit card. You may pay by credit card or by your PayPal account if you have one. Once you have completed the PayPal payment transaction click the "return to merchant" link on the PayPal page.

5. You are now at the main simulation page. From here you can fully access the simulation to enter decisions, view reports, view the student manual, etc…

6. Share the email address and password with your team mates so that they can access the simulation.

Simulation Access

1. Subsequent to team registration, all team members will be able to directly log on to the participant's section of the simulation by following the "logon" link in the top navigation bar at http://www.shootformars.com.

Each team member must use the email address and the password created in the “team registration” process to log in. That is, both team members will share the same logon email address and password. Both team members can use the simulation site at the same time. The student section contains the student's manual, PowerPoint slides, and simulation interface. You will no longer need the instructor’s email address or the simulation name to access the simulation.

Documents

CASE WESTERN RESERVE UNIVERSITY WEATHERHEAD SCHOOL … · case western reserve university weatherhead school ... case western reserve university weatherhead school of management