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Leading the High-Performance Sales Force-M-

Kurs ID
MKT609
Art des Kurses
MSc Kurs
Wochenstunden
2,5
ECTS
5.0
Semester
HS 2019
Vortragssprache
Englisch
Vortragende/r
Prof. Dr. Ove Jensen
Bitte beachten Sie, dass AustauschstudentInnen im BSc-Programm der WHU eine höhere Anzahl an Credits erwerben als hier aufgeführt. Für weitere Informationen wenden Sie sich bitte direkt an das [International Relations Office].
The course content is organized around three themes:

1) Sales force deployment

  • Field sales, inside sales, and key account sales roles (includes case InsideSales.com, HBS)
  • Sales force sizing and territory alignment (includes case StepSmart Fitness, HBS)
  • Increasing active selling time

2) Sales force steering

  • Compensation plan design
  • Goal setting and sales contests (includes case I.M.A.G.E. International, Darden)
  • Feedback and coaching (includes case ZenRecruit, HBS)
  • Customer prioritization and visit frequencies (includes case PowerTools, WHU)
  • Administrator-driven vs. algorithm-driven vs. autonomous work (includes case Cabot Pharmaceuticals, HBS)
  • Pipeline management and forecasting (includes case PackMach, WHU)

3) Sales force transformation

  • Creating a high-commitment sales culture (includes case DEC Culture, WHU)
  • Transforming from transactional product sales to consultative solution sales (Hilti guest lecture)
  • Leading as a young sales manager (includes case Pilgrim Drugs, HBS)
  • Communicating change
  • High sales performance with high integrity
Date Time
Tuesday, 29.10.2019 11:30 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Tuesday, 05.11.2019 13:45 - 15:15
Monday, 25.11.2019 11:30 - 13:00
Tuesday, 26.11.2019 11:30 - 15:15
Tuesday, 10.12.2019 08:00 - 11:15
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
Tuesday, 10.12.2019 08:00 - 09:30
The course intends to enhance five categories of competences. The practical orientation of the course shows in its emphasis on procedural knowledge:

1) In regard to factual knowledge, participants are enabled to

  • apply salespeople jargon (such as quota, accelerators, boosters, contexts, pipeline, DSM, and other idioms),
  • understand the specifics and terminology of sales management in various industry sectors, and
  • to define sales performance indicators.

2) In regard to conceptual knowledge, participants are enabled to

  • classify elements of compensation plans,
  • analyze the optimal size of the sales force by different methods,
  • classify the dimensions of sales force performance management,
  • evaluate territory structures, and
  • critically assess motivation theories.

3) In regard to sales force leadership-specific procedural knowledge, participants are enabled to

  • communicate pay plans,
  • introduce territory realignments,
  • introduce selling methodologies/CRM,
  • provide constructive feedback on selling behavior and performance of others,
  • coach salespeople on a sales opportunity,
  • conduct pipeline reviews, develop sales forecasts, and
  • build work relationships with employees older than themselves.

4) In regard to general business-relevant procedural knowledge, participants are enabled to

  • prepare for business meetings and internal committee sessions,
  • make the best out of a limited preparation time budget,
  • make concise contributions to meetings,
  • constructively build and comment on contributions by other participants in the meeting, and
  • derive a course of action from a careful analysis of the situation and a structured evaluation of alternatives.

5) In regard to metacognitive knowledge, participants are enabled to

  • evaluate their own leadership behavior,
  • evaluate the ethical dimension of a sales leadership situation,
  • create a skill profile for salespeople and sales leaders.
There is no required textbook. We have not found a book that covers the range of topics discussed by this course. The learning material for this course includes presentation slides, copies of articles, case studies, role-plays, videos, and black board notes. These and further course-related information are available on the learning management system myWHUcourses (another name for it is “Moodle”).
The overall learning method mix across all class sessions of this course is:
  • 70% case-based discussions,
  • 15% interactive concept lectures, and
  • 15% role-play between students.

This video shows our case-based sessions: https://www.youtube.com/watch?v=IbNNsq1fC0A. This way of learning requires a great amount of energy, both from the student and from the teacher.

The grading policy in this course has two differentiating characteristics:
  • 100% individual performance. No team grades. No peer evaluation.
  • No sit-down, speed-writing exam under time pressure, no memorizing of PowerPoint slides, no black-out risk.

The course grade is composed as follows:

  • 46%: ten class preparation notes (pdf, bullet points are enough, ca. 500-750 words),
  • 4%: two role-play videos,
  • 50%: two individual take-home papers (pdf, essay)
Enrollment in this course is not limited by pre-experience prerequisites. In particular, it is not necessary to have taken my other courses in the program - this course stands alone. However, what you should be aware of before enrolling in this course is:
150
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