This curricular unit aims to provide students with the technical skills necessary to carry out important functions in the area of Commercial Management by providing the contact with the latest knowledge and research in the field supported by the most used practical tools. The assumed perspective is that of the multidisciplinary vision of the company in the process of creation of value, following the transmission of the theoretical foundations of the Commercial Management with the practical exemplification and the training of competences.
Objectives and expected learning outcomes
With this curricular unit it is intended to prepare the student with a body of knowledge that facilitates the understanding of Commercial Management in organizations, in this sense, this curricular unit assumes as main objectives:
-1 Sensitize students to the basic concepts of commercial management taking into account the aspects related to the organization and functions of the commercial manager; -2 Understand the nature of commercial management in organizations, a domain of the principles governing the business management process, taking into account the evolution of scientific thinking in this field, namely the construction, structuring and management of a sales force; -3 The understanding of how a company's commercial management functions in its main functional areas, namely sales management and marketing; -4 Solving problems related to sales and supervision teams using the most appropriate tools, drawing up a business plan.
Competences to be developed
Based on the resolution of case studies, students should be able to decide on tailored solutions to be taken by companies in order to effectively achieve their objectives. At the end of the course unit students should be able to:
- Participate in the design, development, implementation and control of commercial plans and actions;
- Analyze the company's external environment and carry out prospecting studies;
- Manage and monitor sales teams;
- Manage relationship with clients;
- Apply methods and techniques of commercial management appropriate to the specificity of the companies.
Programme
1. INTRODUCTION 1.1-Product management 1.2-Commercial management in the context of marketing 1.3-The organizational context of sales force management 1.4-Sales concept and its importance for the company's business, different contexts of commercial management 1.5-The evolution of the role of personal selling 1.6-Personal selling and communication variables 1.7-The personal sale: Sales Techniques 1.8-The difference between B2C and B2B markets
2. COMMERCIAL MANAGEMENT AND MARKETING 2.1-Commercial management and sales in the context of Marketing: the product, the price and the distribution 2.2-The sales force in the context of marketing communication: sales vs other communication techniques, the importance of communication and marketing in commercial activity 2.3-Profile and skills of sales technician and sales manager 2.4-Planning and management of the sales force 2.5-Definition of the objectives, size and structure of the sales force.
3. SALES MANAGEMENT 3.1-Determination of the size of a sales team in B2B environment (calculation methods) 3.2-Recruitment and selection of vendors 3.3-Sales Training 3.4-Sales Force Motivation 3.5-Planning and management of the sales force 3.6-Evaluation of sales force performance 3.7-Remuneration of the sales force 3.8-Pay models
4. PROMOTIONAL AND COMMERCIAL PLAN 4.1-Alternatives of organization models, options, advantages and disadvantages 4.2-Sales Promotion 4.3-Prospecting of customers 4.4-Customer relationship management: relationship marketing and CRM 4.5-Follow-up of the sales teams 4.6-Supervision, Control, Analysis and Evaluation 4.7-Information management and associated metrics (KPI's) 4.8 Business Plan 4.9 Communication
Demonstration of the syllabus coherence with the curricular unit's learning objectives
The proposed program enables students to acquire the necessary knowledge and develop the competencies foreseen in the objectives, as follows:
- Chapter 1 and 2 respond to objective 1 insofar as they present the fundamental concepts of commercial management;
- Chapter 3 is in line with the contents proposed in objective 2 which aims to the knowledge of sales management;
- Chapter 4 allows access to objective 4 that aims to know how to supervise sales teams the appropriate metrics and elaboration of commercial plan.
Main literature
Trish Bertuzzi;The Sales Development Playbook, Moore-Lake, 2016. ISBN: 978-069-262-203-2
Philip Kotler, Kevin Lane Keller;Marketing Management 3rd Edition, Pearson, Boston, 2016. ISBN: 978-129-209-323-9
Supplementary Bibliography
Elisabeth Serra;Direção e gestão da força de vendas, Vida Económica, Editorial SA, 2012
Marcos Cobra;Administração de vendas, Editora Atlas, SA, 2007
Philip Kotler, Kevin Lane Keller;Marketing Management 14ª edição, Boston,Pearson, 2012
The contents of this curricular unit will be presented in theoretical-practical classes, which combine the theoretical exposition with the discussion of practical cases and the resolution of application exercises. During the course, students will be encouraged to express their understanding of the contents
Assessment Components
Avaliação distribuída com exame final
Assessment Components
Description
Type
Time (hours)
Conclusion Date
Attendance (estimated)
Lessons
45
Teste/Exame
3
Participação Presencial
15
Study
97
Total:
160
Continuous Assessment
- 2 individual written tests: 2 x 40%
- 2 works submited through E-Learning portal: 2 X 10%
Under the terms of the Bachelor's Regulation:
a) The students' attendance in classes will be recorded and, if the number of absences per student exceeds 30% of the total number of lessons scheduled for each course unit, the student will be automatically transferred to the final evaluation (regular season).
b) In the written tests and other assessment elements mentioned in paragraph 2 of Art. 39 it is necessary to obtain a minimum grade of 7.5 (seven point five) points.
c) If the student misses a test or receives a grade lower than 7.5 points in the tests or in another assessment element mentioned in the previous number, the student will be automatically transferred to the final evaluation (regular season).
d) If the student misses or obtains less than 7.5 in the second written test, held in the same date of the final exam in the regular season, they may apply for further evaluation in the Appeal season.
e) All written academic work provided in the assessment (reports, case studies, etc.) have to be submitted in the Turnitin database, available at the ISAG E-Learning platform. The maximum similarity rate acceptable is 30%.
Final Exam
Individual written exam: 1 (100%)
Demonstration of the coherence between the teaching methodologies and the learning outcomes
The methodologies considered take into account the characteristics of the curricular unit. Despite a theoretical nature, the use of case studies and other support materials, aim to contribute to the achievement of the objectives of the curricular unit, from an applied or practical point of view