Sales & Distribution Management ( Ex- PGP 2004)

Faculty: Jaydeep Mukherjee

Objective of the Course: To develop understanding and appreciation of the Sales &
Distribution processes in organizations. The course includes the familiarization of
concepts, approaches and the practical aspects of the key decision making variables in
sales force and distribution channel management.
Since the subject has tremendous application in the practical work life, the emphasis will
be on assimilating the learning through application of the theoretical inputs on real life
cases and situations.
Because the Ex-PGP participants have considerable work experience and knowledge, the
program is conducted in a participative manner. The teaching methods support debate in
the classroom and sharing of individual work experience. Though the study is practical in
nature, ability of applying the theoretical construct will be one of the key objectives for
learning.
Course Content:
Introduction & Overview 1 class
Distribution Channel Management 8 classes
Sales Force Management 6 classes
Evaluation Pattern:
Surprise Quiz, within class time 30 marks. (3 nos. of 10 marks each, with no make up
option).
Group Project (Case Analysis) 20 marks.
End Term 50 marks.
Grading pattern:
This course is offered only as a CREDIT course. The grading will be as per the institute's
norms, essentially relative grading method.
Text Books:
1. Marketing Channels by Louis W. Stern, Adel I. El-Ansary & Anne T. Coughlan
( to be given as text book).
2. Marketing Channel Management by Pingali Venugopal.
3. Sales Management by Richard R. Still, Edward W. Cundiff & Norman A.P.
Govoni.

Detailed class coverage schedule ( Tentative)

A. Introduction to Sales & Distribution Management ( 1 )
1. Overview of the course
2. Understanding some key terms and concepts.
B. Understanding Channel Intermediaries ( 1)
1.
2.
3.
4.

Role of the intermediary.

Evolution of channel structures.
Reverse distribution.
Distributor & retailer management

C. Channel designing & multi channel marketing ( 2 )

1.
2.
3.
4.
5.
6.

Channel designing approach.

Framework for taking Channel Decisions.
Case study (Modern Bakery).
Multi channel designs.
Dilemmas in channel correction. (Case study: Bagri Market)
Make or buy decision in channel management.

D. Managing Marketing Channels ( 2 )

1.
2.
3.
4.

The need for channel management.

Channel conflict. (Case study: Universal Cigarette Company)
Channel Power.
Operational issues in channel Management.

E. Physical distribution ( 1 )
1. Tradeoffs involved.
2. Total system cost approach.
3. Case study (Logistics Problem of ABC)
F. Legal aspects of channel management ( 1 )
1.
2.
3.
4.

Sale of goods act.

Contract act
Restrictive trade practice.
Case study (BBMC)

G. Measuring - Marketing Channel Performance. ( 1 )

1.
2.
3.
4.
5.

Effectiveness
Equity
Efficiency
Tracking Mechanisms
Case Study (Evergreen Products)

H. Introduction to Sales Management ( 1 )

1. Objectives of Sales Management
2. Interface of Sales with different functions.
3. Theories of Selling
a. AIDAS theory
b. Buying formulae
c. Need Satisfaction Selling
d. Features V/S Benefits.
I. Sales Target Setting ( 1 )
1. Setting Sales Objectives
2. Sales forecasting
3. Policies which affect sales
J. Sales force Design ( 1 )
1. The Sales Executive
a. Functions
b. Qualities required
2. The Sales Organization
a.
b.
c.
d.
e.

Purpose
Setting up the organization
Structure of sales organization
Centralization V/S Decentralization.
Interface of sales organization.

K. Sales Force Management ( 2 )

a.
b.
c.
d.
e.

Personnel management
Recruitment
Training Programs
Sales force Motivation
Personal relationship in channel management (Case let: Relationship in
Business)
f. Evaluation of performance.
g. Upward Delegation To Do V/S Get Done (Case let: Home Needs)
h. Sales Incentive (Case let: Universal Automotive)
L. Sales Administration ( 1 )
1.
2.
3.
4.
5.
6.
7.
8.

Sales Budgets
Sales Territories
Sales force conflicts (Case let: Coldair India).
Credit controls.
Trade Communications.
Sales Reporting & Monitoring
People Management skills
Common Malpractices.