Aurora Pioneers Memorial College

(Formerly Cebuano Barracks Institute)

Bonifacio St., Poblacion, Aurora, Zamboanga del Sur

SYLLABUS

Mission : Providing Student potentials for productive and God loving citizenry, dedicated to modernized facilities and updated management and teaching-
learning practices to meet socio- civic, economic and moral involvement and accountability of all stakeholders.

Vision : Holistic Education Training Development and Global advantage for Quality life to Honor God, Country, and Humanity.

Degree :Bachelor of Science in Business Administration

Course Number :MGT 31

Course Title :Sales Management

Number of Unit :3

Number of Hours :3 hours every week for 18 weeks or 54 hours in one semester

Prerequisite :None
Course Requirements
Quizzes ------------------------------ 30%
(weekly, unit, attendance)
Major Exams ------------------------------ 25%
(Prelim, Midterm, Semi-final, Final)
Performance ----------------------------- 45%
(class participation, projects,
Reports, Assignments, Involvements)
__________________

Total: 100%

Course Description:
Sales is a mission critical function for all organizations: “Nothing happens until someone sells something.” The goal of Selling and Sales Management is to provide
you the knowledge and skills that businesses need to win customers and grow their business. We will use the consultative selling model to understand the process of selling,
discovery of and alignment with customer’s needs, presentation of solutions, overcoming objections, and gaining agreement. Rather than pigeonholing selling as ‘something done
by sales-types’, we will look at managing a professional sales force and optimizing the investments made in the organization’s interactions with its most important constituents:
customers. Everyone sells. In business, we sell our products, proposals, IPOs, projects, budgets, and anything else that someone else has to approve. In life, we buy cars (buying
and selling are two sides of the same coin), interview for jobs, propose marriage, and many other things that someone else has to say OK to. In short, selling is a fundamental life
as well as necessary business skill. This course is an interactive discussion including discussions, exercises, skills drills, and other opportunities to apply the topics we cover. Every
topic has an exercise practicing the skills covered in the class. In addition to leaning the aspects of contemporary selling as it applies to your chosen career, students will gain a
better appreciation of sales as an important – though often misunderstood – aspect of every organization

Objectives:
At the end of the course, the students should be able to:

Knowledge

1. Integrate and apply knowledge gained in basic courses to the formulation and implementation of strategy from holistic and multi-functional perspectives.
2. Analyze and evaluate critically real life company situations and develop creative solutions, using a strategic management perspective.
Skills
1. Explain the basic concepts, principles and practices associated with strategy formulation and implementation.
2. Conduct and present a credible business analysis in a team setting.
Values

1. Understand the strategic decisions that organizations make and have an ability to engage in strategic planning.
2. Understand the crucially important role that the HRM function plays in the setting.

TOPIC LEARNING OUTCOMES METHODOLOGY RESOURCES ASSESSMENT

 A Strategic Management  Define strategic management  Discussion  Textbook : Strategic  Lecture

Model  Identify each of the components of  Group Activity Management Made Simple  Quiz
the strategic management process by: Felina C. Young  Reporting
and its corresponding outcome.
 Identify the strategic management
model.
 Differentiate strategic analysis
from strategic decision-making,
and strategic intelligence from
strategic thinking.
 Explain the meaning of strategic
planning.

 Challenges in the External
Environment
 Challenges in the Internal
Environment
 Business Strategies
 Formulate a sample company
vision, mission statement and
company goals and objectives.
 Compare organization climate and
organizational culture.
 Perform environmental scanning  Discussion  Textbook : Strategic  Lecture
 Employ SWOT analysis using a  Group Activity Management Made Simple  Long Quiz
company by: Felina C. Young
 Analyze and evaluate the social,
political, economic, technological
and environmental forces affecting
the country
 Identify external forces that may
prove beneficial or detrimental to
an organization.
 Assess the internal environment  Discussion  Textbook : Strategic  Group collaborative
 Identify the role of the Management Made Simple performance
government as the business by: Felina C. Young  Long quiz
caretaker
 Appreciate the role of culture as a
venue of communal convergence
 Classify and compare the types of
competitors
 Relate consumer behavior to
specific consumer outcomes.
 Appreciate the importance of
suppliers in any business
transaction
 Explain Porter’s Five Forces
Model
 Discuss the components of supply  Discussion  Textbook : Strategic  Quiz
chain management Management Made Simple  Oral recitation
 Define and explain the importance by: Felina C. Young  Group activity
of inventory management
 Contrast manufacturing from
assembly
 Examine the interrelationships of
the sequential processes of the
 logistics circle
 Assess the different popular
competitive strategies
 Distinguish the role of innovation
as a competitive strategy
 Explain why companies opt to
implement stability or
retrenchment strategies.
 Corporate Strategies  Define and explain the  Discussion  Textbook : Strategic  Oral recitation
significance of integrative growth Management Made Simple  Quiz
strategies by: Felina C. Young
 Differentiate horizontal integration
from vertical integration
 Differentiate backward integration
from forward integration
 Assess the utility of the Boston
Consulting Group Model
 Evaluate the application of the
General Electric Model
 Discuss the role of global
strategies in the conduct of today’s
business
 Organizational Systems  Discuss the different types of  Discussion  Textbook : Strategic  Group activity
organizational structures Management Made Simple  quiz
 Cite examples to illustrate each of by: Felina C. Young
the different types of
organizational structure.
 Explain the factors that may
influence a company’s decision to
adopt a type of organizational
structure
 Assess each of the organizational
components in terms of the value
they contribute to the business
entity
 Demonstrate the role of leadership
in an organization
 Show the importance of

 Strategic Asset Management
 Strategic Control Mechanism
organizational policies in running
an organization.
 Define and explain the meaning of  Discussion  Textbook : Strategic  Quiz
strategic asset management Management Made Simple  Group activity
 Relate intellectual property assets by: Felina C. Young
to organizational monopoly,
human resource assets to human
resource leverage, market assets to
market dominance and
infrastructure assets to
comparative advantage
 Discuss the importance of
intellectual capital to any
individual
 Explain the different types of asset
management strategies
 Assess strategic asset ownership
and its importance to
organizational success
 Present and apply innovation
scenarios to organization
 Define and explain the meaning of  Discussion  Textbook : Strategic  Group activity involvement
strategic control Management Made Simple
 Classify the types of strategic by: Felina C. Young
control according to purpose and
approach
 Distinguish sequential strategic
control from interactive strategic
control
 Analyze the different performance
metrics
 Distinguish profitability measures
from liquidity and gearing
measures
 Explain the importance of
efficiency and productivity
performance
 Demonstrate the importance of
 market and people performance in
an organization
 The Strategy Framework  Understand the beginnings of  Discussion  Textbook : Strategic  Quiz
strategy Management Made Simple  Oral recitation
 Analyze strategy from a deeper by: Felina C. Young
and broader perspective
 Distinguish strategy as concept
 Explain why strategy is a tool
 Analyze in what ways are people
considered as strategy
 Evaluate strategy as both a
learning and a mindset
 Demonstrate the utility of the
balanced scorecard and strategy
maps
 Perspective of Strategy  Understand the strategy  Discussion  Textbook : Strategic  Quiz
perspective model Management Made Simple
 Trace the history of strategy from by: Felina C. Young
a military perspective
 Analyze game theory as a strategy
concept
 Differentiate games with
sequential
 Strategy and National  Define and explain the concept of  Discussion  Textbook : Strategic  Quiz
Development strategic national development Management Made Simple  Group activity
 Analyze the different macro by: Felina C. Young
policies affecting a nation
 Differentiate these macro policies
from each other, fiscal, monetary,
income and policy on exchange
rate
 Analyze the different micro
policies affecting a nation
 Differentiate these micro policies
from each other, foreign direct
investment, economic policies,
policy on privatization, policy on
nationalization, competition
 policy, and subsidy policy
 Apply the strategy framework for
national growth
 Discuss the components of the
“competitive advantage of nation”
model

References:
Textbook: Strategic Management Made Simple by: Felina C. Young

Prepared by: Noted:

JOAN MAE A. VILLEGAS REZEL SALICANAN

Instructor Librarian

Recommending Approval: Approved:

MARY ANN L. LONGAKIT LILYBETH A. VILLEGAS

Dean School Administrator