SALES FORCE AND SALES MANAGEMENT
Topic outline
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Nouvelles diverses et annonces
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First Year Services Marketing Master M1 S.Mkg
Business Department
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Module: SALES FORCE AND SALES MANAGEMENT
Academic year: 2024/2025
Level: M1 Services Marketing
Faculty of Economics, Business and Management
Department of Business
Lectuer: Dr. CHIB Djazia Amina
Tutor: Dr. CHIB Djazia Amina
Email: djazia.chib@univ-tlemcen.dz
Teaching unit: Fundamental
Coefficient :02
Credits:04
Semester hours: 45 hours / 15 weeks
Weekly volume: 3 h/ week - Lectures and Directed Works
Evaluation method: General average = ( Examination x 0.6 ) +
( Continuous assessment x 0.4 ).
▪ Exam: The grade from the end of semester exam.
▪ Continuous monitoring = (Presence + test + homework) / 3.
▪ Attendance = 20 – (number of unjustified absences x 5) – (number of justified absences x 2).
Follow-up modality (tutoring schedule):
Monday: 10h00-11h30.
Tuesday: 10h00-11h30.
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Understand the Role of the Sales Function
To explore the strategic importance of the sales force in achieving marketing and organizational goals.-
Develop Knowledge of Sales Management Principles
To introduce students to key concepts, tools, and best practices in managing a sales team effectively. -
Analyze the Structure and Organization of Sales Forces
To examine how sales forces are designed, segmented, and aligned with market demands and company objectives. -
Learn Recruitment, Selection, and Training Techniques
To understand how to attract, select, train, and retain qualified sales personnel. -
Master Performance Evaluation and Motivation
To explore how to assess individual and team sales performance and implement motivational strategies. -
Apply Strategic Planning in Sales
To develop skills in setting sales objectives, forecasting, budgeting, and territory management. -
Use Technology and CRM in Sales Management
To familiarize students with modern tools such as Customer Relationship Management (CRM) systems and sales analytics. -
Enhance Ethical and Communication Competencies
To promote ethical selling practices and improve communication and negotiation skills.
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To be able to take this course, the student should have:
Basic Marketing Principles
Students should understand core marketing concepts such as the marketing mix (4Ps), customer segmentation, targeting, and positioning.-
Introduction to Business or Management
A foundational knowledge of business operations, organizational structure, and managerial functions is essential. -
Consumer Behavior
Familiarity with how and why customers make purchasing decisions will help in understanding sales strategies. -
Communication Skills
Effective written and oral communication skills are necessary for understanding and applying sales techniques. -
Basic Understanding of Economics
Knowledge of supply and demand, market structures, and economic decision-making provides context for sales activities. -
Introductory Statistics or Business Math
Basic ability to interpret data, percentages, trends, and perform simple forecasting or performance analysis. -
Principles of Management (recommended)
Some exposure to planning, organizing, staffing, leading, and controlling will help in grasping the managerial aspects of sales force supervision.
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General objectives
Contact form
Pre-requisites and test of the pre-requisites
General Introduction
Chapter 1:Introduction to Selling, Sales Management and Personal Selling
Chapter 2:Selling Forces (Planning, Selection, Recruitment and Organisation)
Chapter 3:Sales force training
Chapter 4:Motivating the sales force
Chapter 5: Monitoring and evaluating the sales force
Chapter 6:Sales force
(information, personal attributes, abilities and skills)
Chapter 7: Selling interviews and how to manage them
Chapter 8: Sales people and Service Excellence
Post-tests and remediation method
General conclusion
Bibliographic References
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Sales and Sales Force Management is a fundamental course that explores the strategic and operational roles of the sales function within modern organizations. It provides students with a comprehensive understanding of how sales contribute to business success by creating value for both the company and its customers. The course covers the planning, organizing, directing, and controlling of sales activities, as well as the recruitment, training, motivation, and evaluation of sales personnel.
Students will also learn how to develop effective sales strategies, manage territories, set performance goals, and utilize tools such as CRM systems and sales forecasting. By the end of the course, students will be equipped with the knowledge and skills required to lead a sales team, improve sales performance, and align sales objectives with broader business goals.
🗝️ Key Words:
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Sales function, Sales strategy, Sales force, Sales planning, Territory management, Sales forecasting, Customer relationship management (CRM), Sales team leadership, Motivation, Performance evaluation, Sales training, Buyer behavior, Communication and negotiation
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🔍Short Description:
This chapter introduces the core concepts of selling, personal selling, and the role of sales management in business organizations. It explains how selling has evolved from a transactional activity into a strategic and customer-focused function. The chapter also highlights the significance of personal selling in building long-term customer relationships and achieving organizational goals, while presenting the fundamental responsibilities of sales managers in planning, directing, and controlling sales operations.
🎯 Specific Objectives:
By the end of this chapter, students should be able to:
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Define selling and personal selling and understand their importance in modern business.
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Differentiate between traditional and modern selling approaches.
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Describe the role and responsibilities of a salesperson in the customer value creation process.
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Understand the nature and objectives of sales management in organizational strategy.
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Identify the skills and qualities required for effective personal selling.
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Explain the key functions of sales managers in organizing and leading a sales force.
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Recognize the ethical and professional standards expected in the selling profession.
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🔍Short Description:
This chapter focuses on the essential managerial processes involved in building and structuring an effective sales force. It covers how sales force planning is conducted in alignment with company strategy, followed by the key steps in selecting, recruiting, and organizing sales personnel. Emphasis is placed on identifying the right talent, designing an appropriate sales force structure, and aligning human resources with market and customer needs to maximize productivity and sales performance.
🎯 Specific Objectives:
By the end of this chapter, students should be able to:
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Understand the importance of sales force planning in achieving business objectives.
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Identify the key steps involved in recruiting and selecting salespeople.
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Describe effective recruitment strategies for attracting qualified sales candidates.
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Explain selection techniques such as interviews, testing, and background checks.
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Discuss the principles of organizing a sales force by territory, product, customer, or function.
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Evaluate the advantages and disadvantages of different sales force structures.
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Recognize the legal and ethical considerations in the recruitment and selection process.
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🔍Short Description:
This chapter explores the concept, significance, and methods of sales force training within an organization. It highlights how structured training programs equip salespeople with the necessary skills, knowledge, and attitudes to perform effectively. The chapter also covers different types of training (initial, ongoing, product, and behavioral), the training process, methods (e.g., on-the-job, classroom, online), and evaluation of training effectiveness. The focus is on aligning training with organizational goals and enhancing both individual and team sales performance.
🎯 Specific Objectives:
By the end of this chapter, students should be able to:
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Define the concept and purpose of sales force training.
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Identify the key components of an effective sales training program.
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Explain the different types and methods of training used in sales organizations.
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Analyze the steps involved in designing and implementing a training program.
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Evaluate the effectiveness and return on investment (ROI) of sales training.
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Understand the role of continuous learning in adapting to changing markets and customer needs.
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🔍Short Description:
This chapter explores the critical role of motivation in driving sales force performance. It examines the various theories of motivation, both intrinsic and extrinsic, and how they apply specifically to salespeople. The chapter also covers practical tools and strategies such as incentive plans, recognition programs, goal setting, and leadership techniques that help maintain high levels of enthusiasm, productivity, and commitment among sales personnel.
🎯 Specific Objectives:
By the end of this chapter, students should be able to:
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Understand the importance of motivation in enhancing the performance and retention of the sales force.
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Differentiate between intrinsic and extrinsic motivation and identify how both influence salesperson behavior.
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Apply key motivation theories (e.g., Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory, Expectancy Theory) to sales management.
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Identify effective motivational tools such as compensation plans, commissions, bonuses, contests, and non-financial rewards.
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Design a basic incentive program tailored to sales team needs and organizational goals.
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Recognize the role of sales managers in sustaining motivation through communication, coaching, and leadership.
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Evaluate the impact of motivation strategies on sales performance, job satisfaction, and organizational success.
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🔍Short Description:
This chapter focuses on the methods and importance of monitoring and evaluating the performance of the sales force. It explains how sales managers can use various tools and performance indicators to track progress, identify strengths and weaknesses, and make data-driven decisions. The chapter also emphasizes the role of feedback, performance reviews, and corrective actions in improving individual and team effectiveness, ensuring that sales objectives are met in a consistent and efficient manner.**
🎯 Specific Objectives:
By the end of this chapter, students should be able to:
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Understand the importance of monitoring and evaluating sales performance in achieving organizational goals.
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Identify key performance indicators (KPIs) used to assess individual and team sales efforts (e.g., sales volume, conversion rate, customer acquisition, quota attainment).
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Explain the methods of sales force evaluation, such as quantitative metrics, qualitative assessments, and 360-degree feedback.
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Use sales reports and CRM data to monitor sales activities and results.
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Conduct effective performance reviews and provide constructive feedback to salespeople.
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Diagnose performance problems and distinguish between motivational and skill-related issues.
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Develop corrective action plans and coaching strategies to improve underperformance.
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Ensure fairness and transparency in the evaluation process to maintain trust and motivation within the sales team.
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🔍Short Description:
This chapter focuses on the essential characteristics and competencies that define an effective sales force. It covers the types of information salespeople need, such as product knowledge and market insights, as well as the personal attributes—like motivation, confidence, and integrity—that contribute to success. The chapter also explores the specific abilities and interpersonal skills required for high performance in selling, including communication, persuasion, negotiation, and adaptability in dynamic market environments.
🎯 Specific Objectives:
By the end of this chapter, students should be able to:
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Identify the key types of information a salesperson must possess (e.g., product, market, competitor, and customer knowledge).
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Recognize the personal attributes that contribute to successful selling, such as self-confidence, resilience, ethical behavior, and initiative.
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Describe the core abilities and competencies required in sales, including goal orientation, problem-solving, and time management.
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Explain the importance of interpersonal and communication skills in building strong customer relationships.
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Understand how emotional intelligence and adaptability enhance sales effectiveness.
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Assess how training and development programs can improve the skills and attributes of sales personnel.
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Appreciate the role of attitude and mindset in shaping sales success and long-term career growth.
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🔍Short Description:
This chapter focuses on the selling interview as a key moment in the personal selling process. It explores the structure, techniques, and strategies used during face-to-face or virtual sales meetings with potential buyers. The chapter also emphasizes how salespeople can effectively manage the different stages of the selling interview — from preparation and approach, to presentation, handling objections, and closing the sale — while adapting their communication style to customer needs.**
🎯 Specific Objectives:
By the end of this chapter, students should be able to:
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Understand the purpose and structure of a professional selling interview.
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Identify the main stages of a selling interview, including preparation, approach, needs identification, presentation, objection handling, and closing.
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Apply questioning and listening techniques to better understand customer needs and build trust.
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Demonstrate effective communication and persuasion skills during the sales interaction.
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Recognize common customer objections and apply suitable techniques to address them.
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Understand the importance of adapting the sales approach to different customer personalities and buying situations.
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Plan and manage a selling interview to increase the likelihood of a successful sale and long-term customer relationship.
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🔍Short Description:
This chapter highlights the vital role of salespeople in delivering service excellence as a key factor in building long-term customer relationships and competitive advantage. It explores how excellent service—before, during, and after the sale—can enhance customer satisfaction, loyalty, and brand reputation. The chapter also examines the behaviors, attitudes, and service-oriented mindset that salespeople must adopt to consistently exceed customer expectations and contribute to overall business success.**
🎯 Specific Objectives:
By the end of this chapter, students should be able to:
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Understand the concept of service excellence and its strategic importance in sales.
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Explain the role of salespeople in delivering high-quality customer service at all stages of the sales process.
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Identify key behaviors and attitudes that reflect a service-oriented sales approach.
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Analyze the impact of service excellence on customer satisfaction, loyalty, and long-term value.
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Recognize the link between service quality and competitive advantage in a customer-focused market.
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Apply techniques for handling complaints and service recovery in a professional and effective manner.
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Develop strategies to integrate service excellence into daily sales activities and customer interactions.
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The course Sales and Sales Force Management provides a comprehensive understanding of the strategic and operational aspects of selling and managing a sales team. It highlights the critical role of salespeople in building customer relationships, generating revenue, and contributing to the overall success of an organization. Through the study of sales planning, recruitment, motivation, performance evaluation, and service excellence, students gain valuable insights into how to lead and develop an effective sales force in a dynamic and competitive market.
By mastering the principles and tools taught in this course, future sales professionals and managers will be better equipped to align sales activities with business goals, adapt to customer needs, and drive long-term growth through ethical and customer-centered selling practices.
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Johnston, M. W., & Marshall, G. W. (2022). Sales force management: Leadership, innovation, technology (14th ed.). New York, NY: Routledge.
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Ingram, T. N., LaForge, R. W., Avila, R. A., Schwepker, C. H., & Williams, M. R. (2020). Selling: Building partnerships (10th ed.). Boston, MA: Cengage Learning.
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Futrell, C. M. (2019). Fundamentals of selling: Customers for life through service (14th ed.). New York, NY: McGraw-Hill Education.
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Tanner, J. F., Honeycutt, E. D., & Erffmeyer, R. C. (2013). Sales management: Shaping future sales leaders (2nd ed.). Boston, MA: Pearson.
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Churchill, G. A., Ford, N. M., Walker, O. C., Johnston, M. W., & Tanner, J. F. (2000). Sales force management (6th ed.). Boston, MA: Irwin/McGraw-Hill.
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Homburg, C., Müller, M., & Klarmann, M. (2011). When should the customer really be king? On the optimum level of salesperson customer orientation in sales encounters. Journal of Marketing, 75(2), 55–74. https://doi.org/10.1509/jmkg.75.2.55
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Marshall, G. W., & Johnston, M. W. (2016). Contemporary selling: Building relationships, creating value (5th ed.). New York, NY: Routledge.
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Moncrief, W. C., & Marshall, G. W. (2005). The evolution of the seven steps of selling. Industrial Marketing Management, 34(1), 13–22. https://doi.org/10.1016/j.indmarman.2004.06.001
