Level 6 Award in Sales Management
BHD 650Register
Trainer
Sameera Ali Baba
Duration Time
10 Days
Start Date
Sat 02 Sep, 2023
Student
20
Certificate
yes
Lessons
0
Trainer
Senior Faculty & Coach
Infuse your life with action. Don't wait for it to happen. Make it happen. Make your own future. Make your own hope. Make your own love. And whatever your beliefs, honor your creator, not by passively waiting for grace to come down from upon high, but by doing what you can to make grace happen... yourself, right now, right down here on Earth.
Course Content
| Programme Title | Level 6 Award in Sales Management | |||
| Programme Duration | TQT | 60 | GLH | 45 |
| Overall Level and Credit | NQF Level | 6 | NQF Credit | 6 |
| Programme Overview | The programme is intended to demystify sales management and give an appreciation of its integrated nature in its various aspects. The importance of motivational leadership is stressed together with the needs for efficient and effective management, supervision, coaching, mentoring, training and development. There are emphases on taking a strategic approach to sales management, on having the right people, having the right processes, making the right communications, having the right technology, and on managing overall performance. The programme is designed to enable participants to develop knowledge and competencies and apply skills relevant to the essential themes that run through the courses – i.e. theories, models, frameworks and principles; strategies, processes, techniques and tools; technological and other trends; contextualisation; continuous improvement; and personal development. The ADRI model – approach-deployment-results-improvement – is featured and new versus traditional approaches are critiqued. Ethical and legal issues are addressed. The participants, upon completion, will have developed a toolbox of evidence of learning of essential aspects of sales management, in the interests of employability, whether in a current job or in a future role. They will understand the role of a sales manager in a company whether in a small business, such as a start-up, or a large, established company. Sales has always been an essential part of business plans. However, the rules have changed. Innovations like ‘freemium’ models and social networking are changing the status quo and forcing managers to consider new ways to structure and motivate sales teams. There is critical need for a programme to reflect these changes and to contextualize them to Bahrain as well as the wider world. | |||
| Accreditation, If applicable | Qualification placed on the Bahrain NQF Register. Placement ID Q22-017 | |||
| Mode of Attendance offered | The qualification is a 60-hour programme. In a regular situation, the delivery mode or the sessions would be face-to-face.
Learners are expected to attain not less than 85% attendance as per the applied procedures and policies. |
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| Transferable Skills | Leadership, Supervision, Problem Solving, continuous improvement, customer relations, teamwork | |||
| Target Audience | The programme is designed for jobseekers from any discipline and learners who already have an understanding of sales and sales management, and who wish to become employed or progress towards higher positions in the sales filed like sales managers and/or team leaders. It is appropriate, also, for top managers who wish to develop a greater appreciation of sales management as one of the key areas that come within their responsibilities. | |||
| Programme Intended Learning Outcomes (PILOs) | Knowledge: Theoretical Understanding
PILO 1: Demonstrate detailed knowledge and understanding of the main theories, models, facts and misconceptions relating to sales management. Knowledge: Applied Knowledge PILO 2: Demonstrate essential knowledge and understanding of efficient and effective sales management processes, techniques and tools. Skills: Generic Problem Solving and Analytical Skills PILO 3: Use information relevant to sales management in a variety of situations. Skills: Communication, ICT, and Numeracy PILO 4: Critique given sales management scenarios involving communications among key players. Competence: Autonomy, Responsibility and Context PILO 5: Provide detailed evidence of how responsibility for the sales-related work of others is undertaken through essential managerial functions. |
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| Training and Learning Methods | In conformity with Golden Trust’s internal approach to course/programme delivery, a learner-centred based approach is to be used while delivering this programme, taking into consideration the specialist vocational nature of this qualification. Varied training and teaching methods are to be used to meet the demands of the candidates’ versatile learning styles and educational/vocational backgrounds. | |||
| Assessment Methods |
Summative assessments and formative assessment |
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| Access and Recruitment | An Application Form, submission of a CV, and an individual interview, if considered necessary, candidates need to demonstrate that they have basic knowledge of English, and the desire to pursue or be a candidate for sales supervision roles. The minimum accepted educational level is Secondary School Certificate or equivalent and the applicant must possess a minimum of 2 years of work experience in any industry. | |||
| Career Progression and Learning Pathways | Career pathways
In the field of Sales Management, earning a qualification would go a long way in adding value to an employee’s profile and career prospects. Completion of this qualification provides graduates with job opportunities and/or career progression towards the following roles across diverse industries:
Learning Pathways After completing the Level 6 Award in Sales Management, the learner, if he wishes, can move on to higher levels of qualifications, such as management qualifications, with a major in Marketing, which can enhance his career prospects. |
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| Graduation Requirements | The minimum standard required for the award of the qualification is a pass mark of 50% or better in each of the three courses that comprise the qualification, according to the respective rubrics which are shared with the learners at the beginning of each course.
To graduate, learners successfully complete all three courses that comprise the programme and achieve a pass mark in Sales Leadership, Management and Supervision (2 credits), Sales Management Strategies (2 credits), and Sales Performance Management (2 credits).
Additionally, Learners are expected to attain not less than 85% attendance as per the applied procedures and policies.
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| Recognition of Prior Learning | If applicable, and upon legal approval by Bahrain authorities, as refer to GT-QMS-006 Recognition of Prior Learning, Cross Credit and Credit Transfer Policy | |||
| Quality Assurance | The ongoing quality and standards of the provision of this course will be monitored in line with Golden Trust’s Quality Management System. | |||
| Course Description |
| GT-NQF-611 | Sales Leadership, Management and Supervision | |||
| The critical importance of strong leadership, management and supervision for a sales organisation or department is emphasised. The ADRI model – approach, deployment, results, improvement – is used to check and improve performance at all levels, from the top down. There is detailed consideration and critiquing of the qualities of effective leaders, managers and supervisors. There is emphasis on the essential roles of managers as trainers, developers, coaches and mentors. Motivational approaches are explored in the interests of improved selling and a positive culture amongst all workers. There is recognition that the world of business, in its many aspects, is increasingly complex and dynamic. Accelerating change is a given. Leaders, managers and supervisors must work tirelessly on anticipating and preparing for change. A need to continue learning as a leader, manager or supervisor, just as it is for salespeople and administrative services staff, is emphasised. There is a need, also, to ensure that all people within sales are working ethically and legally. Of critical importance is to know what is required and to act as a role model. | ||||
| GT-NQF-612 | Sales Management Strategies | |||
| The critical significance of a strategic orientation to the sales function is emphasised. There is a focus on use of the ADRI model to take strategic and tactical approaches with well-specified objectives, appropriate deployment of resources, analysis of results, and the making of improvements as a process enters a new cycle. Consideration of the strengths, weaknesses, opportunities and threats that influence selling by the organisation is emphasised as a key aspect of planning. Also, the need to develop scenarios – best case, worst case, most likely case – is stressed. Preparation to work on any particular scenario that emerges is a critical aspect of implementation of strategies and associated tactics. There is an essential need, also, to anticipate technological and other trends and appreciate the opportunities they can provide. Among the topics covered are the production, coordination and evaluation of sales promotion programmes; and the production of analyses, budget estimates, and processes to implement and monitor budgets for sales operations and activities. Overall, there are emphases on planning, organising, leading, executing, coordinating and controlling; alignment with the organisation’s mission, vision and values; quantitative and qualitative aspects of creative and routine problem solving – and feeding into the development of a comprehensive sales management toolbox. | ||||
| GT-NQF-613 | Sales Performance Management | |||
| Performance management is emphasised as an essential component of effective selling. Among the topics that are covered are identification of performance measures relating to sales, calculation and interpretation of the measures, and application of them together with ethical and contextual considerations. There is emphasis on appraisal of the sales team in the interests of generating increased sales and profits, maintenance of high performance, individually and organisationally. The ADRI model is seen as a mechanism for analysing results, using them to improve performance in terms of better specified objectives, more appropriate approaches and more effective deployment of resources. Qualitative and quantitative measures of performance are explored and applied to case studies. There is emphasis on continuous improvement, organisation-wide, by use of the ADRI and other models and their significance for improved processes, teamwork and various aspects of customer relationship management. | ||||
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