POST GRADUATE PROGRAMME IN MANAGEMENT (PGP)

AY: 2023-24 TERM: III

TITLE OF THE COURSE (ELECTIVE): SALES AND DISTRIBUTION MANAGEMENT
CREDITS: 4 COURSE: Elective NO. OF SECTIONS: 4

Name of the Faculty Faculty Email Phone Number Consultation

Room Time for
No. students
Prof. Manoj Motiani C-104 manojm@iimidr.ac.in 0731-2439582 By prior
appointment
Prof. Aditya Billore C-104 adityab@iima.ac.in 0731-2439553 By prior
appointment

COURSE DESCRIPTION:
The course provides understanding of customer centric approach to the sales and distribution
function. The customer centric approach helps in (a) integrating advertising, sales force and
channel members by building non-conflicting and non-overlapping routes to fulfill the needs of
the consumer and (b) developing frameworks for decision making keeping the customers as the
primary focus

COURSE OBJECTIVES:
To help participants appreciate the challenges confronting the Sales and Distribution functions,
with their inherent difficulties and challenges. Through the course provide them with adequate
inputs to help them excel in Sales and Distribution jobs (typically their first jobs).

PEDAGOGY / TEACHING METHOD:

A combination of lectures based theoretical inputs (concept based on textbook and additional
reading material), exercises and case discussion/presentations will be used at various stages of
the course to enable participants to comprehend the topics and issues that make up Sales and
Distribution Management.

SUGGESTED LIST OF TEXTBOOKS:

Rosenbloom, Bert; Marketing Channel: A Management View, 7th Edition, Cengage Publications,
Delhi
Ingram et.al; Sales Management, 6 the Edition, Cengage Publications, Delhi
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EVALUATION

Individual Component Group Component Weightage

Quizzes 20%
Group Project 20%
Assignments 10%
Class Participation 20%
End Term 30%
Total 100% 100%

ACADEMIC DISHONESTY
IIM Indore believes in Academic honesty. Academic dishonesty or misconduct is cheating that
relates to an academic activity. It is a violation of trust between the Institute and its stakeholders.
Examples of unacceptable academic conduct include plagiarism, fabrication, deception, cheating,
and sabotage. Please consult the Programme manual for the section on academic dishonesty.

SCHEDULE OF SESSIONS:

MODULE I: CHANNEL MANAGEMENT

Module Objective: Understand the practices involved with the development of channel structure,
the management of intermediary, and the coordination among channel members

SESSIONS AND OBJECTIVES:

Session 1 & 2: Introduction to Channel Management

Objective: This session introduces participants about the concept of channel management.
Channel Management plays a significant role in managing the profitability of the business.
Channel partners are essential to ensure that demand generated by marketing is utilized by
providing the right product at the right place and time.
Readings:
 Cespedes, F. (2006). Channel Management. HBS No. 590045. Boston, MA: Harvard Business
School Publishing.
 Kapur, M., Dawar, S., & Ahuja, V. R. (2014). Unlocking the Wealth in Rural Markets. Harvard
Business Review, 92(6), 113-119.
Case (Session 1): In class exercise
Case (Session 2): Kamath, R., Kishore, K. & Sharma, S. (2013). An Irate Distributor: The Question of
Profitability. Ivey ID: W13334. London, Canada: Ivey Publishing.

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Session 3 & 4: Channel Design
Objective: This session focuses on the decision involved in channel design. Channel Design re-
quires taking the critical decision about the length and depth of the channel. Decisions in channel
design are essentially a tradeoff between cost, control and competition.
Readings:
 Stern, L. & Sturdivant, W. (1987). Customer driven distribution systems. HBS No. 87411.
Boston, MA: Harvard Business School Publishing.
 Spekman, R..& Farris,,P. (2009) Channels of Distribution. HBS No. UV2969. Boston, MA:
Har- vard Business School Publishing.
 Steenburgh, T. & Jill, A. (2010) Marketing Analysis Toolkit: Pricing and Profitability Analysis.
HBS No. 511028. Boston, MA: Harvard Business School Publishing.

Case (Session 3 & 4): Chun, S. (1999). Goodyear: The Aquatred Launch (Condensed)
HBS No. 500039. Boston, MA: Harvard Business School Publishing

Session 5 & 6: Channel Management – Power, Conflict, Motivation & Evaluation

Objective: In ideal world channel partners share a symbiotic relationship with the organization.
In reality, there are conflicting goals, and business terms are determined by the power which each
member has over the distribution channel. This session focuses on the cause of channel conflicts
and steps to resolve the conflict.
Reading:
 Bucklin. (1997) Channel conflict- when is it dangerous. McKinsey Quarterly.
Case (Session 5): Narayandas, D. & Herman, K. (2009) BMW's Project Switch (A): Importers vs.
National Sales Companies. HBS No. 509023. Boston, MA: Harvard Business School Publishing.
Case (Session 6): Fleming, M. (2007) Natureview Farm. HBS No. 2073. Boston, MA: Harvard
Business School Publishing.

Session 7: Sales Promotion

Objective: This session focuses on the decision involved in sales promotion.
Readings:
 Kotler, P., Rackham, N., & Krishnaswamy, S. (2006). Ending the war between sales and
marketing. Harvard Business Review, 84(7/8), 68.
Case (Session 7): Cespedes, F. & Kindley, J. (2013) Clique Pens: The Writing Implements
Division of U.S. HBS No. 914525. Boston, MA: Harvard Business School Publishing.

Session 8: Importance of loyalty

Objective: To make participants aware of loyalty programs in marketing channels

Session 9 & 10: Alternative Channels

Objective: Channel structures continuously evolve based on customer needs and technology. In
recent time, several alternative channels (for example online channels) have completely changed
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the business models for several organizations. Participants are introduced to new emerging
channels and their impact on channel decisions taken by the organization.
Readings:
 Chu, M. & Serge, J. (2010). A Note on Direct Selling in Developing Economies. HBS No. 310068.
Boston, MA: Harvard Business School Publishing.
Case (Session 9 & 10):

Session 9: Narayandas, Das. "Arrow Electronics, Inc." Harvard Business School Case 598-
022, April 1998. (Revised January 2007.)
Session 10: Hubble Contact Lenses: Data Driven Direct-to-Consumer Marketing (HBS: 519011-PDF-ENG)

MODULE II: SALES MANAGEMENT

Module Objective: To introduce fundamental theories and the activities involved in managing a
sales force.

SESSIONS AND OBJECTIVES:

Session 11 & 12: Selling process

Objective: Sales process involve several steps from identifying the decision makers to closing the
deal. This session familiarizes participants about the sales process and the common mistakes that
reduce the effectiveness of sales function.
Readings:
 Bonoma, T. V. (1982). Major Sales-Who Really Does the Buying. Harvard Business Review,
60(3), 111-119.
 Anderson, J. C., Narus, J. A., & Van Rossum, W. (2006). Customer value propositions in
business markets. Harvard Business Review, 84(3), 90-138.
 Nunes, P. F., & Cespedes, F. V. (2003). The customer has escaped. Harvard Business Review,
81(11), 96-105.

Case: Deighton, J. & Narayandas, D.(2003) Siebel Systems: Anatomy of a Sale (Part -1). HBS No.
5030021. Boston, MA: Harvard Business School Publishing.

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Session 13 & 14: Role of sales representatives
Objective: Sales Representatives play a several role in an organization. They can be the first
source of the information about the competitors as well as the communicators who bridge the
link between company and customers.

Reading:
 Mayer, D., & Greenberg, H. M. (2006). What makes a good salesman? Harvard Business
Review, 84(7-8), 164-171.
Case (Session 13 & 14): Deighton, J. & Abbott, S. (2011). Designs by Kate: The Power of Direct
Sales. HBS No. 4284. Boston, MA: Harvard Business School Publishing.

Session 15 & 16: Sales Force Management: Sales Force Recruitment and Evaluation Objective:
This session introduces the idea of the sales culture. The session focuses on why a specific culture
evolves in sales organization.
Readings:
 Cespedes, F. (2006) Aspects of Sales Management. HBS No. 589061. Boston, MA: Harvard
Business School Publishing.
 Steenburgh, T., & Ahearne, M. (2011). Motivating salespeople: what really works? Harvard
business review, 90 (7-8), 70-75.
 Rapaile, C.& Coultu, D.(2006) Leveraging the Psychology of the Salesperson. Harvard
business review, 84(2), 42-47.
Case (Session 15 & 16): Godes, D. & Barley, L.(2008) Sales Force Integration at FedEx (A) HBS No.
506029. Boston, MA: Harvard Business School Publishing.

Session 17 & 18: Sales Strategy, Sales Territory & Sales Quota Allocation
Objective: This session focuses on the leadership role of sales manager. Apart from strategic
decision, the sales manager needs to take tactical decisions about assigning sales territories and
targets. This session will help participants make more informed decisions by explaining the inter
relationship between the tactical choices a sales manager takes.
Readings:
 Kinni, T. (2004) How Strategic is your Sales Strategy? HBS No. U0402B. Boston, MA: Harvard
Business School Publishing.
 Ledingham, D., Kovac, M., & Simon, H. L. (2006). The new science of sales force
productivity. Harvard Business Review, 84(9), 124-133.
 Waaser, E., Dahneke, M., Pekkarinen, M., & Weissel, M. (2004). How you slice it: Smarter
seg- mentation for your sales force.Harvard Business Review, 82(3), 105−111.
Case: StepSmart Fitness By: Robert J. Dolan, Benson P. Shapiro, Alisa Zalosh HBS No. 914509.
Boston, MA: Harvard Business School Publishing.

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 Session 19: Subordinate Performance
Objective: Looking at ethical issues as ‘human’ issues, especially in an environment driven by
targets and numbers.
Case: Hill, Linda A., and Alisa Zalosh. "Wendy Peterson." Harvard Business School Brief Case 913-560,
May 2013.

Session 20: Making of a leader

Objective: Looking at HRM issues as ‘human’ issues, especially in an environment driven by targets
and numbers.
Case: In-class activity "ABC Medical: Tackling 'error’".

Please indicate the changes made in the course outline based on the measurement of assurance of
learning (closing the loop)/student feedback: None

Please give the details of the book if students need to buy the book:
Author Title Publisher Edition Remarks, if
any
NA

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