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Sales Organisation Leadership

Track:
Special Track Int. Sales Management
Follow-up / Interfaces:           International Sales Strategy, Sales Channel Management & Alignment, Projects
Pre-requisites:Pre-reading
Didactics:

Lecture, case studies, plenum discussions
Exam:Term Paper
ECTS points:5
Lecturer:
N.N.

Aims and objectives:

“Sales Business is People Business” - the aim of this module is to transfer knowledge on how a sales organization and sales staff can form specific target groups and thereby ensure a high market conformity. Here a core focus lies on the B2B area. With the transition from seller to buyer markets, a change in strategy took place to an active customer relationship management rather than a pure transaction. Key account management (KAM) concepts therefore play a core role. In addition the module aims to transfer knowledge about how to implement sales strategies – including approaches to lead the sales staff according to the strategic framework and long-term sales goals.

Learning Outcomes:

  • Apply strategy and leadership models to implement sales strategies and to coordinate people according to the set strategy
  • Learn about motivation and leadership schemes to steer a sales organization and involved salespersons strategically
  • Get the competence to set up a key account management (KAM) system
  • Be enabled to implement and manage KAM strategies in different industry and business contexts

Content:

1. Implementing Sales Strategies

  • Operationalization and implementation of sales strategies
  • Aligning sales strategy with international market and customer structures and requirements
  • Customer relationship focused sales strategies and tactics

2. Leadership and Motivation Strategies

  • Customer Relationship Management (CRM) and impacts on leading and motivating salespersons
  • Leading an international sales organization
  • Aligning leadership with controlling concepts
  • Compliance and leadership

3. Key Account Management Strategies (KAM)

  • Analysis and identification of key accounts
  • Designing a KAM strategy
  • International KAM organization
  • International KAM processes
  • KAM and human resource management

4. Implementing Key Account Management Strategies

  • Implementation of KAM strategies
  • KAM and SMEs
  • Implementation of KAM strategies in an international context
  • KAM in changing market and customer frameworks

Recommended supplemental readings (please use always latest edition):

Guesalaga, R. (2014), “Top management involvement with key accounts: The concept, its dimensions, and strategic outcomes,” Industrial Marketing Management, 43 (7), 1146–1156.

Ivens, B. S. and C. Pardo (2007), “Are key account relationships different? Empirical results on supplier strategies and customer reactions,” Industrial Marketing Management, 36 (4), 470–482.

Jones, E., A. L. Dixon, L. B. Chonko, and J. P. Cannon (2005), “Key Accounts and Team Selling: A Review, Framework, and Research Agenda,” Journal of Personal Selling & Sales Management, XXV (2).

McDonald, M., T. Millman, and B. Rogers (1997), “Key Account Management: Theory, Practice and Challenges,” Journal of Marketing Management, 13 (8), 737–757.

Ojasalo, J. (2001), “Key account management at company and individual levels in business-to-business relationships,” Journal of Business & Industrial Marketing, 16 (3), 199–218.

Pardo, C., B. S. Ivens, and K. Wilson (2014), “Differentiation and alignment in KAM implementation,” Industrial Marketing Management, 43 (7), 1136–1145.

Speakman, J.I.F. and L. J. Ryals (2012), “Key Account Management: the inside selling job,” The journal of business & industrial marketing, 27 (5), 360–369.

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