Bachelor
2018/2019
Tactical Tools of Marketing
Category 'Best Course for Broadening Horizons and Diversity of Knowledge and Skills'
Type:
Elective course (Management)
Area of studies:
Management
Delivered by:
Department of Company Marketing
Where:
Graduate School of Business
When:
3 year, 3, 4 module
Mode of studies:
offline
Instructors:
Alexander V. Lebedev
Language:
English
ECTS credits:
4
Contact hours:
54
Course Syllabus
Abstract
The goal of the Tactical marketing tools course is to study the elements of an effective sales organization and its role in the enterprise’ total marketing effort. These classes will broaden understanding of marketing's sales function. Course subjects include defining the sales process, the relationship between sales and marketing, sales organization structure, building the right distribution channel networks, matters of leading sales teams and sales personnel management.
Learning Objectives
- At HSE there are no courses similar to title and content to date yet the programs found in other institutions seem as not impressive particularly in terms of their duration thus they lack a depth necessary to such important type of managerial activity as sales; This course is based the latest scientific paradigms and findings with respect to sales and marketing theory and practice.
Expected Learning Outcomes
- Learning the skills of enterprise sales strategy development and implementation
- Discover the leadership basics and skills for enterprise sales force setting up and management
- Mastering of basic principles for sales channels mediating and operations controlling.
Course Contents
- Course topics and forms of education1. Sales and Sales Management Course Induction. 1.1. The nature of sales as a mean of exchange in the marketplace; 1.2. Anthropology of sales; 1.3. Why people buy. Their needs and requirements; 1.4. What and why there is a need for people to sell; 1.5. The world history seen through a prism of sales activity; 1.6. The meaning of sales in post industrial economy.
- Sales Channels Research and Analysis System2.1. Sales channels and distribution systems study as an integral part of marketing research system: 2.1.1. Research goal setting and hypothesis elaboration; 2.1.2. Distribution systems research tools; 2.1.3. Sales channels research design and planning; 2.2. Distribution channels analysis and intermediaries segmentation: 2.2.1. Distribution channels mapping; 2.2.2. Intermediaries segmentation; 2.2.3. Understanding the common needs of particular segments.
- Sales organization concept and establishment3.1. Enterprise sales department concept and interdepartmental interaction with other functional teams: 3.1.1. Organizational structure types depending on enterprise specialization and activity specifics; 3.1.2. Sales department goals, tasks and functions within enterprise sales and core business strategy;3.1.3. Sales department and enterprise commercial structure; 3.1.4. Sales and marketing activity coordination within enterprise commercial structure; 3.2. Sales department organizational types: 3.2.1. Territory and area responsibility structure; 3.2.2. Functional organizational structure; 3.2.3. Customer size and type responsibility structure; 3.2.4. Product-portfolio and product type/range responsibility structure; 3.2.5. Mixed and other functional responsibilities structure types; 3.3. Sales department establishment process; 3.3.1. Determination of sales functions needed within sales department; 3.3.2. Organizational structure planning and drawing; 3.3.3. Sales personnel search, selection, recruiting and induction.
- Sales activity planning: forecasting and budgeting4.1. Sales planning as an vital part of enterprise marketing plan: 4.1.1. Sales areas, territories and other forms of sales staff responsibility; 4.1.2. Individual sales quotas and plans; 4.1.3. Compilation of enterprise sales plan containing the individual sales quotas and plans using SMAART™ algorithm; 4.1.4. Individual key qualitive and quantitive goals and other key performance indicators setting by sales director/manager; 4.1.5. Sales activity and events planning; 4.1.6. Sales support marketing planning; 4.1.7. Sales activity and support budgeting; 4.2. Sales Plan implementation issues: 4.2.1. Sales personnel daily routine set-up and controlling; 4.2.2. Sales plan controlling benchmarks; 4.2.3. Sales staff performance indicators and incentives; 4.2.4. Sales plan revisions and adjustments.
- Sales channels administration and operation controlling5.1. Clientele pool selection, targeting and communication: 5.1.1. Product and service mix development; 5.1.2. Commercial offer development and communication; 5.1.3. Clientele pool development, sales leads and prospects generation and follow-up; 5.2. Sales channels interaction based on selected communication strategy: 5.2.1. Cooperation with sales channels utilizing ‘push’ communication strategy; 5.2.2. Cooperation with sales channels utilizing ‘pull’ communication strategy; 5.2.3. Cooperation with sales channels utilizing mixed communication strategy; 5.3. Account management basics: 5.3.1. Customer sales forecast and planning; 5.3.2. Commercial cooperation essentials: financial and delivery terms; 5.3.3. Order processing; 5.4. Customer cooperative advertising: 5.4.1. Customer product training; 5.4.2. Partner marketing; 5.4.3. Post sale warranties and coop loyalty programs development.
Bibliography
Recommended Core Bibliography
- Thomas N. Ingram, Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker Jr, & Michael R. Williams. (2019). Sales Management : Analysis and Decision Making. [N.p.]: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2277263
Recommended Additional Bibliography
- Ingram, T. N., Schwepker, C. H., Williams, M. R., Avila, R. A., & LaForge, R. W. (2015). Sales Management : Analysis and Decision Making (Vol. Eighth edition). London: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=971553