Sales+_+Distribution+Management+Module+Handbook+_2_ (1) (1)

AURO University

Sales and Distribution Management

Semester- V

Module Handbook: 2015

BBA

Module Leader: Dr Rohit Singh

Email: [email protected]

Phone Ext: 157

www.aurouniversity.edu.in

AURO University

Contents

Introduction ........................................................................................................................................................................3

Module Objectives:........................................................................................................................................3

Coverage:.......................................................................................................................................................4

Learning outcomes:........................................................................................................................................5

Assessment structure:.....................................................................................................................................5

Contact hours:................................................................................................................................................5

References:.....................................................................................................................................................6

Weekly Coverage:..........................................................................................................................................7

Assessments (Detailed Instructions):.............................................................................................................8

Penalties…………………………………………………………………………………………...9Regulations......................................................................................................................................9

Support for your learning.............................................................................................................................12

Using unfair means in assessments..............................................................................................................12

Week 01: Introduction.................................................................................................................................14

Week 02: Salesmanship...............................................................................................................................15

Week 03: Selling Theories & Strategies......................................................................................................16

Week 04: The Selling Process.....................................................................................................................17

Week 05: Sales Organization.......................................................................................................................18

Week 06: Recruitment and Selection of Sales Force...................................................................................19

Week 07: Sales Force Training....................................................................................................................20

Week 08: Sales Force Compensation..........................................................................................................20

Week 09: Sales Territories...........................................................................................................................22

Week 10: Sales Quota..................................................................................................................................23

Week 11: Evaluation of Sales Force............................................................................................................24

Week 12: Sales Budget & Control...............................................................................................................25

Week 13: Distribution Channel Strategy - functions, designing & selecting channels...............................26

Week 14: Motivating & Evaluating Channel Members, Channel Conflict & Dynamics............................27

Week 15: Retailing & Wholesaling, Logistics-Management and Channel Control....................................28

Week 16: Revision

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SALES & DISTRIBUTION MARKETING

Introduction:

Organizations, large or small, are into selling something or the other for their survival and

growth. Sales and distribution management is an integrated marketing function which focuses on

the management of the sales force and marketing channels through the development and

execution of sound sales and distribution strategies. Sales executive not only plan and implement

sales operations and programs but also other important aspect of marketing strategy. The focus

of sales and distribution management has shifted from enhancing individual performance to

improving the selling approach, which calls for downsizing the sales force, more use of

information technology, effective use of telemarketing, key account management, electronic data

interchange, cross- functional team selling and outsourcing of sales function.

Sales and distribution in India is characterized by the presence of a large number of

channel intermediaries. The distribution sector is dominated by wholesalers and personal selling

is a norm in sales organizations. However, organized retailing and franchising has grown

tremendously in recent times. The module adopts an integrated approach to the study of sales and

distribution management which plays an important role in building successful business

organizations.

Module Objectives:

The course intends to develop an understanding of concepts, methods and strategies of

sales and distribution management with special reference to markets at home and abroad.

Subject Specific: Knowledge, Understanding and Skills:

The module will develop knowledge, understanding and the ability to apply skills relating to:

The linkages between Salesmanship, Selling Process and Sales Management

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Sales Force Management and Control in various types of Sales Organizations The Distribution Channels and their role in Marketing Strategy The Sales and Distribution Planning Process The Function of Sales and Distribution within a wider marketing arena

General: Knowledge, Understanding and Skills:

Upon successful completion students will demonstrate the ability to:

Integrate the Sales & Distribution knowledge with Strategic Aspects of the Marketing Plan

Develop an ability to map and manage the Logistical Aspects of Sales and Distribution Develop Analytical Skills through Case Study Analysis Utilize a range of Personal Skills and Competencies that will enable them to operate

effectively in their industry

Coverage:

Introduction: Sales And Distribution Strategy: An Overview- Marketing Sales And Distribution

Linkage; What Is Selling?

Salesmanship: Its Relationship With Sales Management & Personal Selling; Myths About

Selling, Characteristics Of Sales Job; Conceptual Model Of “Salesperson-Buyer”, Dyadic

Relationship; Selling Theories, Formulation Of Personnel Selling Strategies.

Selling Process And Sales Organization: Prospecting; Pre-Approach And Call Planning;

Approach And Presentation; Objection Handling And Sales Close, Purpose Of Sales

Organization, Setting Up A Sales Organization, Basic Types Of Sales Organizational Structure.

Sales Force Management And Control: Recruitment And Selection Of Sales Force; Sales

Force Training: Objective And Techniques; Basic Issues Sales Force Compensation, Sales

Territories: Concept, Reason For Establishing Territories, Revising Routing & Scheduling Sales

Personnel. Sales Quotas: Types Of Quotas & Their Administration. Performance Appraisal And

Evaluation. Sales Control, Sales Budget, Determining The Size Of Sales Force, Sales Contest &

Meetings.

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Distribution Marketing: Channel Strategy; Structure And Functions, Designing And Selecting

Channel, Motivating & Evaluating Channel Members, Channel Conflict & Dynamics, Retailing

& Wholesaling, Logistics Management And Channel Control

Learning outcomes:

Subject Specific: Knowledge, Understanding and Skills:

On successful completion of this module students will be able to demonstrate the ability to:

Understand the Various Aspects of Sales Force Management and Control

Plan and Execute Sales and Distribution Strategies.

Evaluate The Role of Distribution Channels in The Marketing Strategy

Diagnose and Evaluate Sales and Distribution Management Activities

Develop and Present Sales and Distribution Plans

General: Knowledge, Understanding and Skills:

On successful completion of this module students will be able to demonstrate the ability to:

Develop Problem Solving Skills

Demonstrate Critical Thinking Skills

Demonstrate The Ability to Work in Teams

Communicate Ideas Clearly and in The Most Appropriate Manner

Think Logically and Coherently

Evaluate Business Performance Through Case Study Analysis

Assessment Structure:

50%- End Term Exam

25%- Case Study Analysis

25% - Group Exercise (15%) & Presentation (10%)

Contact Hours:

24 hours – Lecture

16 hours – Tutorials/Workshops/Seminars

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References:

Core Text:

Still, R.R. et.al (2008), Sales Management Decisions, Strategies and Cases, 5/e, New

Delhi, Pearson

Other References:

1. Blattberg , R.C. and Scott A. (1990) Sales promotion: Concepts, Methods & Strategies,

PHI.

2. Calvin, R.A., 2002. Sales Management, New Delhi: TMH.

3. Churchill, G.A. and Ford, N.M., 2000.Sales Force Management.6/e. New York: McGraw

Hill.

4. Donaldson, B., 2007.Sales Management Theory and Practice. 3/e. New York : Palgrave

Macmillan.

5. Futrell, C., 2001.Sales Management: Teamwork, Leadership and Technology .6 / e.

Texas: Harcourt Brace.

6. Ingram, Thomas N., 2007. Sales Management: Analysis and Decision Making. 6/e. New

Delhi: Cengage Learning.

7. Jobber, D. and Lancaster, G., 2009. Selling & Sales Management. 8/e. Harlow: Financial

Time Prentice Hall.

8. Panda, Tapan K., Sahadev, Sunil (2009) Sales and Distribution Management, New Delhi:

OUP

9. Ramachandran, S., 2002.Distribution and Sales Management. New Delhi : Allied New

age

10. Venugopal, Pingali. 2011, Sales and Distribution Management: An Indian Perspective,

Sage Publications, New Delhi.

11. Kapoor, Ramneek, 2008, Fundamentals of Sales Management, Macmillan India Ltd, New

Delhi.

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Weekly Coverage:S. No. Week Coverage

1 Week 1 Introduction

2 Week 2 Salesmanship

3 Week 3 Selling Theories and Strategies

4 Week 4 Selling Process

5 Week 5 Sales Organization

6 Week 6 Recruitment & Selection of Sales Force

7 Week 7 Sales Force Training

8 Week 8 Sales Force Compensation

9 Week 9 Sales Territories

10 Week 10 Sales Quota

11 Week 11 Evaluation of Sales Force

12 Week 12 Sales Budget & Control

13 Week 13Distribution Channel Strategy - functions , designing & selecting channels

14 Week 14 Motivating & Evaluating Channel Members, Channel conflict & Dynamics

15 Week 15 Retailing &Wholesaling, Logistics-Management and Channel Control

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Assessments (detailed instructions):

1. End Term Examination (50%):

This would be a three hours duration close-book examination. The examination paper

will comprise of two sections. Section I will be long answer questions and the Section II will

be Case Study. The Case Study will be distributed 1 day prior to the examination date. The

students are required to read the case and may bring one A4 sheet with the details of the case in

points. They will be issued a fresh case study on the day of the examination.

2. Case Study Analysis (25%):

Topic:

Select a case study which highlights any aspect of the sales management strategy of an

organization viz., organizing the sales effort, sales force management, controlling sales effort etc.

Critically evaluate the sales strategy of the organization in the context of the case study.

Organizing the sales force is one of the most important decisions made by sales management. It

has a significant impact on every aspect of the salesperson's performance. Changes in the way

selling is done, the increasing importance of effectively managing customer relationships, and

the need to assimilate new technologies in the selling function have led to fundamental changes

in the organization of today's sales forces.

The important elements are:

Identify the purposes of sales organization.

Understand the different horizontal organizational structures of a sales force.

Outline the major issues in key account and team selling.

Discuss key vertical structure issues in sales organizations.

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Identify important issues in starting a new sales force from the ground up.

Sales force management are

Information systems

Marketing information system

Customer relationship management

Controlling Sales Effort

Forecasting

Budgeting

Quota Selling: sales, revenue, profit & activities

Compensation & Evaluation

Word Limit: 2500 words (Font size: 12, Times New Roman, single space)

Submission deadline: Week 8 class day 10:00 A.M.

3. Group Exercise (25%):

Topic:

An international firm is planning to enter the Indian market. It has approached you to design

a distribution strategy for its Indian operations. Regard yourself as consultants helping this

international firm to design and implement distribution strategy for the Indian market. The

following is the breakup of marks for the assessment components:

Report (15%)

Presentation (10%)

Group Size and Composition:

Group will be defined by the program office on behalf of the faculty member.

Word Limit: 4000 words (Font size: 12, Times New Roman, single space)

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Group Presentation (10%): A 20 minute presentation with 10 minutes Q&A

The group presentation should highlight the following:

1. Introduction of the Industry and the Rationale of Entry

2. Sales and Distribution in the Chosen Industry

3. Designing the Distribution System

4. Operating and Managing the Distribution System

5. Conclusions

Assessment Criteria (Group Presentation)

1. Content of the presentation - 30 %

2. Level of analysis - 20 %

3. Communication skills - 30%

4. Questions & Answers - 20 %

Submission Deadline: Week 15 class day10:00 A.M.Common guidelines for all submissions:

1. Your work must be original and fully referenced (using Harvard Referencing System).

For Harvard Referencing System guidelines, download the Manual from the AURO

UNIVERSITY server.

2. Any kind of plagiarism would lead to severe penalties amounting to a resubmission or

marks reduced to zero

.Note: The complete assessment schedule will be notified separately.

Regulations

Penalties for late submissions

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Prior to the submission deadlines there are published procedures for the granting of

extensions. Work submitted after a deadline but within the time limit of an approved extension

shall not be subject to penalty. Work submitted late without an approved extension shall

normally be penalized as follows:

Work submitted between 1-7 days late will receive a penalty of 25 percentage points.

Work submitted more than 7 days late will be awarded a mark of zero.

Extensions for medical reasons or extenuating circumstances must be agreed with the

Module Leader in advance of the deadline where possible and supported by medical evidence

where appropriate. Problems with printing and binding will not normally be accepted as valid

reasons for lateness.

Regulations regarding illness during exams

Main Exams/Tests

If a student is medically unfit at the time of a written examination properly authorized

medical certificates must be presented to Program Office in order for alternative arrangements to

be made. Without such documentation a fail will be recorded and any further examination will be

treated as a re-sit. (If you are unable to take any written exam/test assessment then the same must

be communicated, either by a telephone call or an email to the Program Office, before the

commencement of the assessment followed by submission of medical documents within seven

days of the date of the exam/test.)

A student who provides evidence of illness may be permitted to be reassessed as a

candidate of first sitting, in which case the restriction on marks shall not apply. A student who

fails an examination (taken along with the resit students) under these conditions shall be

permitted to resit in the next iteration of its examination only.

Resit Exams Where a candidate is absent from a resit examination and presents no valid documented evidence

for the reason for absence, or the evidence does not constitute good cause, the fail mark from the

original examination shall stand.

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Where a candidate is absent from a resit examination but provides a well-documented

and acceptable case for the absence, he or she shall be offered a further opportunity to resit in the

next iteration of its examination (i.e. – in the following academic year).

Where a candidate is due to sit a substantial number of resit examinations (two or more

units) but fails to attend without explanation or good cause, they shall be assumed by the

Registrar to have withdrawn from the Program /University.

The principles above also apply where the reassessment is a coursework assignment that

has either not been submitted or has been submitted but not by the specified dates, as part of the

re-assessment, or first sitting requirement.

Attendance and Progress Monitoring

The University operates a progress monitoring system and will contact any student who it

considers is falling behind in his/her work. Our assessment is based on performance in tutorial

workshops, theory classes etc. Attendance is taken at lectures as well as workshops/seminars and

tutorials. If there is persistent non-attendance students will be contacted.

To remain in good standing a student needs to attend most of the compulsory elements

(all lectures, tutorials and workshops – 80 % is the minimum), and submit most of the

coursework (80% minimum). Students who do not meet these criteria may find themselves

referred to the Academic Attendance Committee, possibly with a recommendation that they

should be excluded from the University.

A student's attendance record is maintained and recorded on the Universities central

database LMS (Learning Management System). If you are absent for a good reason, the Program

Office must be informed. Where you are absent from your studies for medical reasons,

documentary evidence must be provided within 7 days of the date of your first absence. Any

evidence presented beyond this period will not be considered as grounds for mitigation at

examination boards or other hearings.

FAQ's- What does this mean for me?

That you must keep your attendance up, there is a trend of absence vs. performance. Most

of the students with poor attendance tend to have a high failure rate - Students who have good

attendance seem to do a lot better! It seems obvious, but sometimes we may need to give you a

poke, it’s part of our job to look after your well-being, you have paid to be here and learn and

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we intend to teach you. If you are struggling or having any problems please do take these

opportunities to let us know.

But don't panic if you miss the occasional lecture - we won't pounce on you - just the persistent

offenders!

Support for your learningThe main form of support will be through your module leaders and seminar/workshop

leaders, who are available on appointment. Also, the online support in the form of material

available on the AURO UNIVERSITY server (VLE) regarding your module should be used to

keep oneself updated.

The library resources are extended through the availability of electronic databases,

containing Research Journals and various other types of publications that provide you with

enhanced readings and facilitate your understanding.

ExpectationsThere are a number of expectations for your study on this module which you should be aware

of. These are that you will:

Adhere to the guidelines vis-à-vis – submission deadlines; weekly readings and tasks;

practice tests schedule

Regularly log-in to check on the AURO UNIVERSITY server for announcements (and

material) pertaining to this module

Attend all the face to face sessions and regularly connect with module/workshop leaders

for any clarification pertaining to the module

Be aware of the plagiarism norms of the AURO UNIVERSITY and take care to not to

infringe upon the any of the same

Using unfair means in assessmentsAll assessments are intended to determine your individual skills, abilities, understanding and

knowledge. Cheating is defined as obtaining an unfair academic advantage and any of you found

using any form of cheating, attempting to cheat or assisting someone else to cheat may be subject

to disciplinary action in accordance with the AURO UNIVERSITY’s Disciplinary Procedure.

The Institute takes this issue very seriously and you may be expelled or have your degree

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withheld for cheating in assessments. If you are having difficulty with your work it is important

to seek help from your tutor rather than be tempted to use unfair means to gain marks. Do not

risk losing your degree and all the work you have done. AURO UNIVERSITY defines a number

of different forms of cheating, although any form of cheating is strictly forbidden. These are:

Submitting other people's work as your own - either with or without their knowledge.

This includes copying in examinations; using notes or unauthorized materials in

examinations

Impersonation - taking an assessment on behalf of or pretending to be another student,

or allowing another person to take an assessment on your behalf or pretend to be you

Plagiarism - taking or using another person's thoughts, writings or inventions as your

own. To avoid plagiarism you must make sure that quotations, from whatever source, are

clearly identified and attributed at the point where they occur in the text of your work by

using one of the standard conventions for referencing. It is not enough just to list sources

in a bibliography at the end of your essay or dissertation if you do not acknowledge the

actual quotations in the text. Neither is it acceptable to change some of the words or the

order of sentences if, by failing to acknowledge the source properly, you give the

impression that it is your own work

Collusion - except where written instructions specify that work for assessment may be

produced jointly and submitted as the work of more than one student, you must not

collude with others to produce a piece of work jointly, copy or share another student's

work or lend your work to another student in the reasonable knowledge that some or all

of it will be copied

Duplication - submitting work for assessment that is the same as, or broadly similar to,

work submitted earlier for academic credit, without acknowledgement of the previous

submission

Falsification - the invention of data, its alteration, it’s copying from any other source, or

otherwise obtaining it by unfair means, or inventing quotations and/or references.

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Week 01: Introduction

Learning Objectives:

• Identify clearly the differences between the functions of marketing and sales

• Describe various marketing and sales approaches

• Describe the marketing mix and the sales management model

• Identify the various functions of a sales manager and his/her objectives

• Identify the reasons why company needs a separate Sales Department

Lecture Outline Week 01:

• Introduction to Sales Management & Marketing

• Marketing Approaches & Its Relation to Sales

• Understanding Marketing and Sales

• Evolution of Sales Department

• Functions of the Sales Manager

• Sales Management Model

Readings for Week 01:

Still, Cundiff & Govoni(2008): Chapter 1

Venugopal, Pingali. 2011, Sales and Distribution Management: An Indian Perspective,

Sage Publications, New Delhi.

Kapoor, Ramneek, 2008, Fundamentals of Sales Management, Macmillan India Ltd, New

Delhi.

Week 01 Seminar:

Overview of the Assessments – Case Study Analysis and Group Exercise- Study of Amway,

Fedex & Nike

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Week 02: Salesmanship


To understand the linkage between salesmanship, sales management and personal selling

To be able to define and explain the concept of sales and salesmanship

To understand selling and what entails in a sales job

To understand the relationship between buyer and seller

To identify and point out different types of salesman, their traits and job functions


The Art and Science of Selling: A Perspective

Salesmanship – A Definition

Selling, Myths about Selling,

Characteristics of Sales Job;

Conceptual model of “Salesperson-Buyer” Dyadic relationship



Kapoor, Ramneek, 2008, Fundamentals of Sales Management, Chapter 7 Macmillan India

Ltd, New Delhi.

Week 02 Seminar:

Case Discussion on “Designs by Kate The Power of Direct Sales” “Kitchen Appliances”

Week 02 Workshop:

Role Play pertaining to sales of different products

Week 03: Selling Theories & Strategies

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To understand the selling approaches through appreciating various selling theories

To understand the formulation of personal selling strategy

To understand the concept of consumer oriented strategy

To understand how companies apply the selling strategies


Theories of Selling - AIDAS, right set of circumstances, buying formula and behavioral

equation

Characteristics of Selling Strategy

Effectiveness of Selling Strategies in Buying Process

Selling Strategies


Still, Cundiff & Govoni(2008): Chapter 2, 5


Chapter 7, Sage Publications, New Delhi

Week 03 Seminar:

Case Study: Windsor Machines Limited Mumbai

Case Study: TMT Bars

Week 03 Workshop:

Framing of Selling Strategy Matrix

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Week 04: The Selling Process


To understand the various stages of the selling process

To understand the selling strategies used during the stages of the selling process

To identify the traits required by salespeople for effective selling


The Selling Process

Pre – sale Preparation

Prospecting & Pre – Approach Before Selling

Approach to the Customer

Sales Presentation & Handling Customer Objections

Closing the Sale & Follow up actions

Process of Selling and how it is related to Consumer Decision Making Process


Panda & Sahadev (2009): Chapter: 3

Week 04 Workshop:

Class discussion and Role Play

Week 04 Seminar:

Write the diversity of selling situation with suitable illustrations

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Week 05: Sales Organization


To understand the various types of sales organization

To apply the organizational design to sales function

To understand the various emerging organizational designs

To understand what are the challenges in setting up sales organisation


Sales Organization – Objectives & purpose

Need for Setting up a Sales Organization

Sales Organization Structures & Challenges in Setting Up Structures

Principles of a Sales Organization



Week 05 Seminar:

Class discussion on designing of Hypothetical Organisation Structure

Week 06: Recruitment and Selection of Sales Force

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To understand the hiring process of sales personnel

To understand the recruitment and selection strategy for sales department

To understand and analyse the salesperson tasks and activities.

To find out the importance of sales force socialization

To understand the steps involved in selection process.


Organizing for Recruitment and Selection:

Defining the Selection Criteria

Sources of Recruitment

Recruitment Effort

Process of Selecting a Salesperson

Sales Force Socialization





Kapoor, Ramneek, 2008, Fundamentals of Sales Management, Chapter 10, Macmillan

India Ltd, New Delhi

Week 06 Seminar:

Group Discussion on "Appropriate selection policies and procedures result in greater

efficiency and reduce the training costs as well"

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Week 07: Sales Force Training


To understand the sales training objectives and challenges

To understand the theories , principles and methods of sales training

To be able to design a sales training program

To understand & explain the methods of improving the productivity of sales

force


Sales Training - Aims and Content

Sales Force Training Methods & Development

Execution & Evaluation of Sales Training Program

Methods of Improving Sales Force Productivity





Week 07 Seminar:

Case Study Discussion on “Firestone Ltd”

Submission Deadline: Case Study Analysis due next week (class day 10:00 am)

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Week 08: Sales Force Compensation


To understand the various types of compensation plans

To be able to evaluate the trends in Sales Compensation

To develop an ability to design a compensation plan


Types of Compensation Plan

Steps in Designing a Compensation Plan

Requirements of a good compensation plan

Devising a sales compensation plan





Week 08 Seminar:

Case Study: “Biomed Co Ltd; Designing a New Sales Compensation Plan”.

Students are also asked to design a new compensation plan based on the learning

outcomes and discussion of a Case Study.

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Week 09: Sales Territories


To understand the concept of sales territory and its benefits

To develop an ability to understand & design sales territory

To understand the relationship between the sales people and the sales territory


Sales Territories – concept

Reasons & Procedure of designing a sales Territory

Assigning sales personnel to territories

Redesigning the Sales Territories & its Need







Week 09 Seminar:

Class discussion on Tata Motors creating rural sales segment & territory as a separate

process (Hub & Spoke Model of Distribution)

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Week 10: Sales Quota


To understand the role of sales quota in organizing the Sales Job

To evaluate the type, methods and problem of setting sales quota

To understand the relevance of good quota system


Sales Quota – Organization of the Sales Job

Defining Annual Objectives

Procedure for Setting Quota

Types of Sales Quota

Methods & Problems in Setting Sales Quota







Week 10 Seminar:

Case Study for and Against the sales Target

Case Study discussion on : “Candym Enterprises: Falling Sales in Territory”

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Week 11: Evaluation of Sales Force


To understand the process of evaluating the sales performance

To understand the concept of sales force supervision and evaluation.

To understand the quantitative as well as qualitative standards of

performance.

To Know the types of sales reports


Introduction to Performance Evaluation

Time Horizon for Evaluation

Types of Standards of Performance: Quantitative & Qualitative

Sales Force Performance Evaluation Process





Week 11 Seminar:

Class discussion on Case Study “Technosoft Russia”

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Week 12: Sales Budget & Control


To understand the need for sales budget

To understand the process of developing a sales budget

To evaluate the techniques of sales analysis and methods of improving

the productivity of sales force


Sales Budget – Purpose, Form and Content

Sales Audit

Budgetary Procedure

Marketing Cost Analysis


Still, Cundiff & Govoni (2008): Chapter 20

Week 12 Seminar:

Case Study (TBC) and preparing the Flexible Budgeting for a Sales Department based

on 5year projections.

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Week 13: Distribution Channel Strategy - Functions, Designing & Selecting Channels


To understand the functions of distribution channels

To evaluate the distribution channel strategy

To understand the process of designing a customer oriented channel


Distribution Channel – Functions

Distribution Channel Strategy

Distribution Channel Management

Designing a Customer Oriented Channel

Comparing the Channel Design





Week 13 Seminar:

Case Study: “The Sales Learning Curve”

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Week 14: Motivating & Evaluating Channel Members, Channel Conflict & Dynamics


To understand the process of motivating and evaluating the channel members

To understand the conflict and dynamics of a distribution channel

To understand how to manage the channel conflict to sustain the flow


Channel Relationships

Channel Power , Control and Positioning

Channel Influencing Strategies

Appraisal of Channel Members

Managing Channel conflict




Chapter 14,15 & 16, Sage Publications, New Delhi

Week 14 Seminar:

Class discussion on Case “TAFE”

Submission Deadline: Group exercise due next week (class day 10:00 am.)

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Week 15: Retailing & Wholesaling, Logistics-Management and Channel Control


To understand the retail marketing mix

To understand the customer oriented logistics management

To evaluate the importance of Inventory Management in Sales


Retail Marketing Mix and Retail Positioning

Objectives of logistics

Logistics Planning

Inventory Management Process


Panda & Sahadev (2009): Chapter: 15, 17

Week 15 Seminar:

Group Exercise Presentations

Week 16: Revision

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Sales+_+Distribution+Management+Module+Handbook+_2_ (1) (1)