Unit convenor and teaching staff |
Unit convenor and teaching staff
Lecturer and Unit Convenor
Dr Hormoz Ahmadi
Contact via email
sessional
Every Thursday 5-6 pm via Zoom
|
---|---|
Credit points |
Credit points
10
|
Prerequisites |
Prerequisites
Admission to MMktg
|
Corequisites |
Corequisites
|
Co-badged status |
Co-badged status
|
Unit description |
Unit description
Firms that offer multifaceted products, services and customer solutions must strategically manage their salesforce to explain and validate the value of their offerings to potential B2B and B2C customers. Strategic sales management is critical to a firm’s success because skilful sales managers guide and coach the sales force to connect with customers, align their sales goals with buyer objectives, and ethically respond to their technical/non-technical enquiries. |
Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
On successful completion of this unit, you will be able to:
Late submissions of assessments Unless a Special Consideration request has been submitted and approved, no extensions will be granted. There will be a deduction of 10% of the total available assessment-task marks made from the total awarded mark for each 24-hour period or part thereof that the submission is late. Late submissions will only be accepted up to 96 hours after the due date and time.
No late submissions will be accepted for timed assessments – e.g., quizzes, online tests.
Table 1: Penalty calculation based on submission time
Submission time after the due date (including weekends) |
Penalty (% of available assessment task mark) |
Example: for a non-timed assessment task marked out of 30 |
< 24 hours |
10% |
10% x 30 marks = 3-mark deduction |
24-48 hours |
20% |
20% x 30 marks = 6-mark deduction |
48-72 hours |
30% |
30% x 30 marks = 9-mark deduction |
72-96 hours |
40% |
40% x 30 marks = 12-mark deduction |
> 96 hours |
100% |
Assignment won’t be accepted |
Special Consideration To request an extension on the due date/time for a timed or non-timed assessment task, you must submit a Special Consideration application. An application for Special Consideration does not guarantee approval.
The approved extension date for a student becomes the new due date for that student. The late submission penalties above then apply as of the new due date.
Name | Weighting | Hurdle | Due |
---|---|---|---|
Practice-based activities | 20% | No | Week 2- Week 12 |
Sales Process Role-Playing (individual) | 40% | No | Week 7 |
Strategic Sales plan (individual) | 40% | No | Week 13 |
Assessment Type 1: Participatory task
Indicative Time on Task 2: 17 hours
Due: Week 2- Week 12
Weighting: 20%
Workshop activities give you the opportunities to internalise your learning. These activities also allow you to engage in discussions with your peers and share your thoughts, help you explain your points of view, and develop not only your own knowledge, but also assist your fellow classmates to gain a better understanding of the topic of discussion. Weekly in-class group activities worth 50% of overall 20% marks assigned to this assignment and will be presented to the class in form of oral or written.
Assessment Type 1: Simulation/role play
Indicative Time on Task 2: 30 hours
Due: Week 7
Weighting: 40%
This assessment assesses your skills in face-to-face sales negotiation situations. It helps you to imporve your creativity and attention to details. You are required to work in a group of 2 and submit a role-play pre-recorded- video. You are further required to submit your individual script/dialogue between a seller and a buyer to the lecturer. The assessment requires two sections: (1) 1000 words individual write up of initial sales strategies to start negotiation which is worth 20 marks; (2) 15 minute role play which is worth 20 marks.
Assessment Type 1: Report
Indicative Time on Task 2: 30 hours
Due: Week 13
Weighting: 40%
This assessment will assess your aptitude to apply your knowledge of strategic sales management theories, concepts, and models and apply them to a real-world situation. You have to develop and formulate an appropriate strategic sales plan to manage the selling effort for a B2B situation in a written format. You have to provide a 2000 words ±10% written report.
1 If you need help with your assignment, please contact:
2 Indicative time-on-task is an estimate of the time required for completion of the assessment task and is subject to individual variation
Weekly 1hr pre-recorded seminar
PLUS
Weekly 2 hr ONLINE Workshop (synchronous) including practices, activities, and exercises
Ingram, T.N., LaForge, R.W., Avila, R.A., Schwepker Jr, C.H. & Williams, M.R., (2019), Sales Management: Analysis and Decision Making, 10th Edition, Routledge: ISBN – 9780367252748
Ingram, T.N., LaForge, R.W., Avila, R.A., Schwepker Jr, C.H. & Williams, M.R., (2015), Sales Management: Analysis and Decision Making, 9th Edition, Routledge: ISBN – 9780765644510
Johnston, M.W. & Marshall, G.W. (2016) Contemporary selling: building relationships, creating value, 5th Edition, Routledge: ISBN – 9781315668345.
Jobber, D., Lancaster, G., & Le Meunier-FitzHugh, K. (2019) Selling and sales management, Pearson UK: ISBN - 9781292205021
Edwards, J., Miles, M.P., D'Alessandro, S. and Frost, M., 2022. Linking B2B sales performance to entrepreneurial self-efficacy, entrepreneurial selling actions. Journal of Business Research, 142, pp.585-593.
Peesker, K.M., Kerr, P.D., Bolander, W., Ryals, L.J., Lister, J.A. and Dover, H.F., 2022. Hiring for sales success: The emerging importance of salesperson analytical skills. Journal of Business Research, 144, pp.17-30.
Cummins, S., Peltier, J.W. and Dixon, A., 2016. Omni-channel research framework in the context of personal selling and sales management: A review and research extensions. Journal of Research in Interactive Marketing, 10(1), pp.2-16.
Johnston, M.W. and Marshall, G.W., 2016. Introduction to Sales Management in the Twenty-First Century. In Sales Force Management (pp. 29-54). Routledge.
Schrock, W.A., Zhao, Y., Richards, K.A., Hughes, D.E. and Amin, M.S., 2018. On the nature of international sales and sales management research: a social network–analytic perspective.Journal of Personal Selling & Sales Management, 38(1), pp.56-77.
Rodriguez, M., Peterson, R.M. and Ajjan, H., 2015. CRM/social media technology: impact on customer orientation process and organizational sales performance. In Ideas in Marketing: Finding the New and Polishing the Old (pp. 636-638). Springer, Cham.
Itani, O.S., Goad, E.A. and Jaramillo, F., 2019. Building customer relationships while achieving sales performance results: Is listening the holy grail of sales?. Journal of Business Research, 102, pp.120-130.
Lu, Q.S. and Miller, R., 2019. How Social Media Communications Combine with Customer Loyalty Management to Boost Green Retail Sales. Journal of Interactive Marketing, 46, pp.87-100.
Itani, O.S., Jaramillo, F. and Chonko, L., 2019. Achieving top performance while building collegiality in sales: It all starts with ethics. Journal of Business Ethics, 156(2), pp.417-438.
Harindranath, R.M., Sivakumaran, B. and Jacob, J., 2019. The moderating role of sales experience in adaptive selling, customer orientation and job satisfaction in a unionized setting. Journal of Business & Industrial Marketing.
Du, M., Gao, H. and Zhang, J., 2019. Toward a guanxi-bases view of structural holes in sales gatekeeping: A qualitative study of sales practices in China. Industrial Marketing Management, 76, pp.109-122.
Rahman, A.U., Shah, F.A. and Jan, S., 2019. The Moderating Role of Supervisory Support in the Relationship of Emotional Intelligence and Job Performance of Pharmaceutical Sales Representatives. Review of Economics and Development Studies, 5(1), pp.11-22.
Chatterji, A.K., Cunningham, C.M. and Joseph, J.E., 2019. The limits of relational governance: Sales force strategies in the US medical device industry. Strategic Management Journal, 40(1), pp.55-78.
Geiger, S., Guenzi, P., Storbacka, K., Ryals, L., Davies, I.A. and Nenonen, S., 2009. The changing role of sales: Viewing sales as a strategic, cross-functional process. European Journal of marketing.
Malshe, A., Friend, S.B., Al-Khatib, J., Al-Habib, M.I. and Al-Torkistani, H.M., 2017. Strategic and operational alignment of sales-marketing interfaces: Dual paths within an SME configuration. Industrial Marketing Management, 66, pp.145-158.
Anderson, R.E., Cohen, A.H., Christ, P.F., Mehta, R. and Dubinsky, A.J., 2019. Provenance, evolution, and transition of personal selling and sales management to strategic marketing channel management. Journal of Marketing Channels, pp.1-15.
Viio, P. and Grönroos, C., 2016. How buyer–seller relationship orientation affects adaptation of sales processes to the buying process. Industrial Marketing Management, 52, pp.37-46.
Gopalakrishna, S., Garrett, J., Mantrala, M.K. and Sridhar, S., 2016. Assessing sales contest effectiveness: the role of salesperson and sales district characteristics. Marketing Letters, 27(3), pp.589-602.
Bilginer, Ö. and Erhun, F., 2015. Production and sales planning in capacitated new product introductions. Production and operations management, 24(1), pp.42-53.
Alavi, S., Habel, J., Schmitz, C., Richter, B. and Wieseke, J., 2018. The risky side of inspirational appeals in personal selling: when do customers infer ulterior salesperson motives?. Journal of Personal Selling & Sales Management, 38(3), pp.323-343.
Brown, S.P., Leigh, T.W. and Rhi-Perez, P., 2015. Dimensions of Working Hard in Personal Selling: Effects of Time Commitment and Work Intensity on Sales Performance and Job Satisfaction. In Global Perspectives in Marketing for the 21st Century (pp. 457-461). Springer, Cham.
Lee, J.Y., Sridhar, S. and Palmatier, R.W., 2017. The effect of firms' structural designs on advertising and personal selling returns. International Journal of Research in Marketing, 34(1), pp.173-193.
Paesbrugghe, B., Sharma, A., Rangarajan, D. and Syam, N., 2018. Personal selling and the purchasing function: where do we go from here?. Journal of Personal Selling & Sales Management, 38(1), pp.123-143.
Sharma, A., 2016. What personal selling and sales management recommendations from developed markets are relevant in emerging markets?. Journal of Personal Selling & Sales Management, 36(2), pp.89-104.
Singh, R., Kumar, N. and Puri, S., 2017. Thought self-leadership strategies and sales performance: integrating selling skills and adaptive selling behavior as missing links. Journal of Business & Industrial Marketing, 32(5), pp.652-663.
Agnihotri, R., Gabler, C.B., Itani, O.S., Jaramillo, F. and Krush, M.T., 2017. Salesperson ambidexterity and customer satisfaction: Examining the role of customer demandingness, adaptive selling, and role conflict. Journal of Personal Selling & Sales Management, 37(1), pp.27-41.
Arli, D., Bauer, C. and Palmatier, R.W., 2018. Relational selling: Past, present and future. Industrial Marketing Management, 69, pp.169-184.
Macquarie University policies and procedures are accessible from Policy Central (https://policies.mq.edu.au). Students should be aware of the following policies in particular with regard to Learning and Teaching:
Students seeking more policy resources can visit Student Policies (https://students.mq.edu.au/support/study/policies). It is your one-stop-shop for the key policies you need to know about throughout your undergraduate student journey.
To find other policies relating to Teaching and Learning, visit Policy Central (https://policies.mq.edu.au) and use the search tool.
Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/admin/other-resources/student-conduct
Results published on platform other than eStudent, (eg. iLearn, Coursera etc.) or released directly by your Unit Convenor, are not confirmed as they are subject to final approval by the University. Once approved, final results will be sent to your student email address and will be made available in eStudent. For more information visit ask.mq.edu.au or if you are a Global MBA student contact globalmba.support@mq.edu.au
At Macquarie, we believe academic integrity – honesty, respect, trust, responsibility, fairness and courage – is at the core of learning, teaching and research. We recognise that meeting the expectations required to complete your assessments can be challenging. So, we offer you a range of resources and services to help you reach your potential, including free online writing and maths support, academic skills development and wellbeing consultations.
Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/
The Writing Centre provides resources to develop your English language proficiency, academic writing, and communication skills.
The Library provides online and face to face support to help you find and use relevant information resources.
Macquarie University offers a range of Student Support Services including:
Got a question? Ask us via AskMQ, or contact Service Connect.
For help with University computer systems and technology, visit http://www.mq.edu.au/about_us/offices_and_units/information_technology/help/.
When using the University's IT, you must adhere to the Acceptable Use of IT Resources Policy. The policy applies to all who connect to the MQ network including students.
Unit information based on version 2022.05 of the Handbook