Dr. William T. Ross, Jr.
Associate Professor of Marketing, Smeal College of Business, Penn State

In today's wired world, effective use of the B-to-B sales force is a make-or-break issue. Structuring the B-to-B sales force—and managing it well—are more critical to success than ever. This two-day course focuses on the major steps in the process of sales management: sales strategy development, sales structure and organization, sales force recruitment and training, sales supervision and evaluation, motivation and compensation.

Objectives

Participants will better understand and be able to more effectively manage:

• The interaction of sales force management and business strategy.
• Sales force organization, structural approaches, links to marketing and other functions.
• Sales compensation and motivation approaches—what works, what hasn't, why, alternatives, benchmarks.
• The impact of digital technologies on the sales force: changes, new tools, new opportunities, cases.
• The important, concurrent connections of sales, marketing and business management.
  
  

Who Should Attend

This seminar is especially designed for new B-to-B sales managers, either recently promoted from the sales force or moving over from general management. More experienced B-to-B sales managers who want to use the latest conceptual frameworks to organize their activity or who would benefit from a refresher course, will also benefit from the seminar.

Content

Business Strategy and Sales Strategy

Introduction to B-to-B sales force management

• The role of sales and the sales organization in B-to-B corporate strategy
• How sales and marketing connect
• A model of sales management functions (including recruiting, selection, training compensation, and maturation)
• The relationship of sales and eBusiness

The connection between strategy, segmentation, and sales force structure—Case study

Sales Strategy and Sales Structure

Organizing and structuring the sales force

• When to use a direct sales force, manufacturer's representatives, other alternatives
• The use of multiple or single sales force(s)
• Control mechanisms for the sales force

The connection between structure and sales person performance—Case study

Motivation and Compensation

Analyzing a compensation system—Case study

• Salary versus incentive
• Number of objectives
• Quota techniques

Compensation: Ideas from theory and practice
Motivation: Concepts and application

Integration

Putting it all together—Case study

• The connections among structure, compensation, motivation, oversight, and firm performance
• Innovative systems: Cases/examples
• Class exercise: Analysis of your current systems
  
  

Format

This two day seminar begins at 8:30 a.m. and ends by 5:00 p.m. each day. It combines lecture, discussion and case studies. With limited attendance, attendees are able and encouraged to discuss the issues, theories, and practical heuristics covered in the course, and how they apply to their own situations. Small group case discussions are scheduled prior to each of the cases to ensure that attendees get the most out of each session.

Instructor

Dr. Bill Ross is associate professor of marketing at Penn State's Smeal College of Business. He has nearly two decades of experience as a researcher and consultant with a focus on sales management, personal selling, business buying, and ethical decision-making. He also spent 7 years as the co-academic director of the Leading the Effective Sales Force executive education course at Wharton.

Contact Us

Paula Dorminy or Gary Holler
Phone: 814-863-2782
Fax: 814-863-0413
E-mail: isbm@psu.edu