PTMBA2022 B2B Sales Management
1) Fundamentals
- The domain of sales
- Sales forces and sales jobs
- The world of B2B
- Sales Force Management framework
- CRM
- Sales force size
2) B2B Pricing
- Pricing power in B2B (includes guest speaker)
- Pricing commodities
- Pricing value-added products (includes case Atlantic Computer, HBS)
- Pricing services
3) B2B Selling
- Selling and negotiating value-added products (includes role play Windblades, WHU)
- Opportunity management (includes case: Boise Automation, Ivey)
- A structured enterprise selling methodology
4) B2B Sales Force Management
- Autonomy vs. automation (includes case Cabot Pharmaceuticals, HBS)
- Managing field sales (includes case StepSmart Fitness, HBS)
- Pipeline management (includes case PackMach, WHU)
- The future of sales work and sales management
Date | Time |
---|---|
Sunday, 12.09.2021 | 08:45 - 16:00 |
Saturday, 18.09.2021 | 10:45 - 18:00 |
Sunday, 19.09.2021 | 10:45 - 18:00 |
Sunday, 03.10.2021 | 23:50 - 23:59 |
1) In regard to factual knowledge, participants are enabled to
- apply salespeople jargon to discussing the status of a sale (such as the “buying center”, “red flags”, “mentor”, “RFQ”, “gatekeepers”, and other idioms),
- apply sales management jargon (such as quota, forecast, pipeline, DSM, and other idioms),
- understand the specifics and terminology of sales management in various industry sectors,
- define sales performance indicators.
2) In regard to conceptual knowledge, participants are enabled to
- to analyze economic value to customer,
- calculate price-trade-offs against other profit drivers,
- analyze the composition of a buying center,
- organize the elements of a structured selling methodology,
- classify different types of sales forces and sales jobs,
- classify the dimensions of sales performance management,
- evaluate sales KPIs.
3) In regard to sales-specific procedural knowledge, participants are enabled to
- demonstrate financial value to the customer,
- evaluate the win probability of a sales opportunity
- apply a structured sales process and blueprint,
- analyze sales pipelines and generate sales forecasts.
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,
- 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 selling behavior,
- create a skill profile for sales people,
- evaluate the excellence of sales organizations.
The learning method mix includes role-play sessions between students with joint debriefings, case-based discussions with concluding mini-lectures, interactive concept lectures, and managerial guest presentations. One highlight of the course is a three-hour selling & negotiation role play with multiple parties. This video shows the style of case-based sessions: https://www.youtube.com/watch?v=IbNNsq1fC0A. The problem-based way of learning requires a great amount of energy, both from the student and from the teacher.
- 50% (=5 x 10%): five class preparation notes (pdf, bullet points are enough, ca. 500-750 words)
- 50%: open-book, time-constrained (150 minutes), take-home exam. The take-home exam is a Moodle quiz with quantitative calculation questions and qualitative multiple-choice questions.