MN6057 - Theory & Practice of Selling (2014/15)
| Module specification | Module approved to run in 2014/15 | ||||||||||||
| Module title | Theory & Practice of Selling | ||||||||||||
| Module level | Honours (06) | ||||||||||||
| Credit rating for module | 15 | ||||||||||||
| School | London Metropolitan Business School | ||||||||||||
| Total study hours | 150 | ||||||||||||
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| Running in 2014/15(Please note that module timeslots are subject to change) | No instances running in the year |
Module summary
Selling is an essential function of business. This module provides students with the opportunity to gain and develop essential selling knowledge and skills. Students who successfully complete this module and Strategy Choice & Impact, will also achieve the ISMM Level 6 Certificate in Strategic Sales Management.
Prior learning requirements
Levels 4 and 5
Module aims
To provide an understanding of :
• How organisations develop a culture of responsible selling that respect customer and the law
• The process for maximising effectiveness of selling by focusing on both individual and corporate needs
• How to effectively develop sales and marketing strategies and plans that support company needs
• How to build and maintain mutually beneficial business relationship at strategic level with major customers
• The characteristics of a successful sales pitch
Syllabus
• Responsible selling
• Effective selling to meet individual and corporate needs
• Sales and marketing Strategy & Planning
• Customer Relationship Management & Strategic Alliances
Learning and teaching
The approach to learning is essentially action oriented requiring students to participate in planning, selecting and presenting a sales pitch to a current or potential client. The classroom sessions will provide the opportunity for consideration of theoretical approaches to effective selling and sales relationships at individual and strategic levels
The students will meet on a weekly basis to develop their plan and sales pitch. This weekly meeting will be supported by a tutor who will act in an advisory capacity.
Learning outcomes
On completing the module students will be able to :
• Critically evaluate an organisation’s policies and procedures to ensure ethical, legal and regulatory requirements are met
• Evaluate the relationship between, and effectiveness of, leadership and management in sales
• Evaluate the links between corporate strategy and sales and marketing strategy and ensure compatibility in their implementation
• Understand the principles and procedures for developing strategic relationships with major customers to meet mutual objectives
• Design and deliver a sales pitch
• Apply for a range of selling roles
Assessment strategy
The assessment strategy is designed to demonstrate achievement of the learning outcomes by requiring firstly as individuals, and secondly as a group, students to design and deliver a sales pitch to win a contract from a potential client. The first assessment assiststhe development of essential skills which will be utilised in the second assessment. Having completed individual sales pitches, project teams will be formed and the best method of positioning and communicating their proposal to win the contract agreed and developed. This second pitch will be shown to a panel of university staff and external sales professionals. The final classroom session will provide the opportunity to receive feedback on their performance during the simulation and , compare the accuracy of their own personal assessments of their ability to communicate, engage and handle concern and objections with the observations and assessments of their peers and tutors.
Each group will be required to submit an action plan and contribution log which details their intended and actual contributions to the assessment activity. Although normally the mark for the assessment will be awarded to all members of the group, if there is insufficient evidence of individual contribution and learning, the marker may award different marks to each individual. Where there is insufficient evidence of Individual learning, the individual will be referred.
Bibliography
• Cheverton, P. (2004) Key Account Management 3rd ed. London: Kogan Page
• Davidson, H. (2005) The Committed Enterprise: Making Vision, Values and Branding Work London: Elsevier
• Grewal, D. and Levy, M. (2008) Marketing International Edition USA: McGraw-Hill
• Doyle, P. (2000) Value-Based Marketing: Marketing Strategies for Corporate Growth and Shareholder Value Chichester: Wiley
• Heiman, S. E. Sanchez, D. and Tuleja, T. (2003) The New Strategic Selling London: Kogan Page
• Jobber, D. and Lancaster, G. (2006) Selling and Sales Management 7th ed. Harlow: Pearson Education
• Johnson, M.W. and Marshall, G.W. (2006) Churchill/Ford/Walker’s Sales Force Management 8th ed. International Edition USA: McGraw Hill
• MacDonald, M. and Woodburn, D. (2007) Key Account Management: The Definitive Guide 2nd ed. Oxford: Butterworth-Heinemann
• Mullins, L.J. (2007) Management and Organisational Behaviour 8th ed. Harlow: Pearson Education
• Piercy, N.F. and Lane, N. (2009) Strategic Customer Management: Strategizing the Sales Organization, Oxford: Oxford University Press
• Robinson, P. (2009) Level 2 Sales and Marketing Tutor Guide Part 1 UK: SalesMCwww.lulu.com
• Rogers, B. (2007) Rethinking Sales Management: a strategic guide for practitioners Chichester: Wiley
• Wilson, A. (2003) Marketing Research: An Integrated Approach Harlow: Pearson Education