Study Guide

Objectives (course unit)

The goal of the course is to develop purposeful and value-creating interaction, both within internal company encounters and external sales processes. The course provides readiness for utilizing interaction as a value-creating competitive advantage in the B2B business environment.

Upon completing the course, the student will:
• Understand the different dimensions of interaction as part of customer value creation
• Understand the impact of emotional states in sales
• Apply emotional intelligence in both internal and external encounters
• Know how to create a positive and constructive atmosphere in interaction situations
• Develop their own identity as a sales interactant and leader in interaction

Content (course unit)

Dimensions of Interaction
Value Creation
Emotional Intelligence and Emotional States
Positive and Constructive Atmosphere
Development of Professional Identity

Assessment criteria, satisfactory (1-2) (course unit)

The student recognizes dimensions of interaction and can name factors contributing to customer value creation. The student can define areas related to emotional intelligence and emotional states. The student understands how emotional intelligence affects various encounters. The student can identify key elements influencing the creation of a positive atmosphere. The student recognizes ways to develop their own actions as a sales interactant and leader.

Assessment criteria, good (3-4) (course unit)

The student dissects the various dimensions of interaction and can assess their impact on customer value creation. The student can explain and compare the significance of emotional states in sales encounters. The student can evaluate the application of emotional intelligence in both internal and external company encounters. The student can apply principles of creating a positive atmosphere and actively develop their own skills in interaction and leadership.

Assessment criteria, excellent (5) (course unit)

The student can analyze the relationships between the various dimensions of interaction and customer value creation, anticipating related opportunities and challenges. The student can critically analyze the impact of emotional states on the progression of internal and external company encounters. The student can situationally recommend methods for building a positive atmosphere. The student actively and committedly develops their own skills in interaction and leadership and is willing to support other students as well.

Assessment scale

0-5

Objectives (course unit)

The goal of the course is to enhance visionary expertise in B2B sales in business-to-business exchanges within modern business environments. The course provides the skills needed to develop omnichannel sales, taking into account customer value creation and decision-making processes.

Upon completing the course, the student will be able to:
• analyze the effects of customer behavior changes on B2B sales
• compare the key differences and impacts on sales operations between strategic value selling and product selling
• understand the significance of intelligent co-operation between marketing and sales
• apply the possibilities of sales transformation as part of developing omnichannel sales
• analyze the impact of customer value creation and decision-making processes on sales processes

Content (course unit)

Customer behavior change and complex customer needs
From product selling to strategic value selling
Sales transformation and omnichannel approach
Customer value creation and decision-making processes

Assessment criteria, satisfactory (1-2) (course unit)

The student recognizes the impacts of changes in customer behavior on B2B sales. The student understands the key differences between strategic value selling and product selling. The student can identify key elements of sales transformation and omnichannel approaches. The student can define key stages of customer value creation and decision-making processes as part of the sales process.

Assessment criteria, good (3-4) (course unit)

The student can explain the effects of changes in customer behavior and complex customer needs on B2B sales. The student can compare the differences between strategic value selling and product selling in business contexts. The student can apply the opportunities provided by sales transformation and omnichannel approaches in practical situations. The student can outline the key stages of customer value creation and decision-making processes as part of the sales process.

Assessment criteria, excellent (5) (course unit)

The student can critically analyze the effects of changes in customer behavior and complex customer needs on B2B sales. The student can judiciously compare the differences between strategic value selling and product selling in business contexts and recommend suitable alternatives for the situation. The student understands the entirety formed by sales transformation and omnichannel approaches and can design new operational models for the business environment. The student can anticipate and plan for the impact of customer value creation and decision-making processes on the sales process.

Assessment scale

0-5

Objectives (course unit)

The aim of the course is to develop expertise in strategic sales as part of value-creating and growth-oriented business. The course provides readiness for applying sales strategies and models, as well as implementing them within the sales organization.

Upon completing the course, the student will:
• know how to build a sales strategy
• understand the significance of sales models as part of a sales strategy
• outline the role of a sales manager, especially in leading growth and implementing strategic changes
• lead and develop sales from a strategic perspective

Content (course unit)

Sales and growth management in modern business environments
Sales strategy and models
The role of a strategic sales leader in value-creating sales
Implementing changes

Assessment criteria, satisfactory (1-2) (course unit)

The student recognizes key features of sales and growth management and understands the role of a sales manager in promoting them. The student comprehends the role of strategic sales as part of value-producing business growth. The student can define the essential elements of sales strategy and models. The student can identify areas of change management and recognize the significance of change management as part of implementing reforms in the sales organization.

Assessment criteria, good (3-4) (course unit)

The student comprehensively analyzes the entirety formed by sales and growth management, as well as the role of a sales manager in promoting them. The student can explain the role of strategic sales as part of value-producing business growth. The student can formulate a sales strategy and select supporting sales models. The student dissects the areas of change management and can explain the impact of change management on implementing reforms in the sales organization.

Assessment criteria, excellent (5) (course unit)

The student can analyze sales and growth management and recommend suitable practices for a sales manager responsible for these. The student can thoroughly justify the impact of strategic sales on business growth. The student can develop a sales strategy and choose supporting sales models while anticipating possible factors of change. The student comprehensively understands the connections between change management and implementing reforms and can model various approaches for situations requiring change.

Assessment scale

0-5

Objectives (course unit)

The goal of the course is to enhance coaching expertise in the multichannel management of salespeople and sales teams. The course provides readiness for leading and developing a diverse sales organization.

Upon completing the course, the student will:
• understand the significance of a coaching approach in the success of sales at the individual and team levels
• apply coaching leadership in a multichannel sales organization
• outline the importance of team sales as part of value selling
• consider the opportunities of diversity as part of the sales organization's operations

Content (course unit)

Coaching Leadership
Multichannel Sales Management
Team Sales
Value Selling
Diversity

Assessment criteria, satisfactory (1-2) (course unit)

The student can define the distinctive features of coaching leadership in sales management. The student recognizes key structures of a multichannel sales organization and understands the coaching needs in an organization operating through multiple channels. The student can identify key areas of sales team and value selling. The student recognizes some opportunities for diversity in the operations of the sales organization.

Assessment criteria, good (3-4) (course unit)

The student can apply coaching leadership at the individual and team levels. The student dissects the operational logic and structures of a multichannel sales organization and can explain the impacts of a coaching approach on sales activities. The student outlines the operating principles of a sales team and its role in value-based operations. The student can develop a plan to better consider diversity in the operations of the sales organization.

Assessment criteria, excellent (5) (course unit)

The student can apply and critically analyze coaching leadership at the individual and team levels. The student understands the entirety formed by a multichannel sales organization and coaching leadership, as well as the relationships, risks, and opportunities between them. The student anticipates the functioning of the sales team in different contexts and recommends suitable value-based approaches for situations. The student develops and evaluates methods to better consider diversity in the operations of the sales organization.

Assessment scale

0-5

Objectives (course unit)

The goal of the course is to enhance technology and data management expertise in B2B sales operations. The course provides readiness for utilizing technology as part of supporting the success of sales (Sales Enablement).

Upon completing the course, the student will:
• understand the role of technology strategy in sales operations
• lead sales in a data-driven manner
• comprehend the significance of integrated sales system choices
• integrate data, system tools, and opportunities brought by artificial intelligence in supporting the success of sales

Content (course unit)

Technology Management and Strategy
Data-driven Sales Management
Sales System Tools
Supporting Sales Success (Sales Enablement)
Artificial Intelligence in Sales Management

Assessment criteria, satisfactory (1-2) (course unit)

The student recognizes the role of technology management and strategy in sales operations. The student understands sales system choices as part of sales operations. The student can identify the characteristics of data-driven sales management. The student recognizes the importance of supporting sales success for sales operations and can name artificial intelligence-based opportunities.

Assessment criteria, good (3-4) (course unit)

The student can explain the impacts of technology management and strategy as part of sales operations. The student can assess and select system tools that support the entirety of sales. The student can outline the expertise needed in data-driven sales management. The student can create a plan for system-based support of sales success and integrate chosen artificial intelligence-based opportunities into it.

Assessment criteria, excellent (5) (course unit)

The student understands the relationships between technology strategy and sales operations and can recommend data-driven sales management models that support the overall strategy. The student can analyze and justify the selection of integrated system tools that contribute to a sales success-supporting approach. The student experiments with and evaluates the models created for utilizing artificial intelligence-based solutions in supporting sales success.

Assessment scale

0-5

Assessment scale

0-5

Objectives (course unit)

The goal of the course is to develop purposeful and value-creating interaction, both within internal company encounters and external sales processes. The course provides readiness for utilizing interaction as a value-creating competitive advantage in the B2B business environment.

Upon completing the course, the student will:
• Understand the different dimensions of interaction as part of customer value creation
• Understand the impact of emotional states in sales
• Apply emotional intelligence in both internal and external encounters
• Know how to create a positive and constructive atmosphere in interaction situations
• Develop their own identity as a sales interactant and leader in interaction

Content (course unit)

Dimensions of Interaction
Value Creation
Emotional Intelligence and Emotional States
Positive and Constructive Atmosphere
Development of Professional Identity

Assessment criteria, satisfactory (1-2) (course unit)

The student recognizes dimensions of interaction and can name factors contributing to customer value creation. The student can define areas related to emotional intelligence and emotional states. The student understands how emotional intelligence affects various encounters. The student can identify key elements influencing the creation of a positive atmosphere. The student recognizes ways to develop their own actions as a sales interactant and leader.

Assessment criteria, good (3-4) (course unit)

The student dissects the various dimensions of interaction and can assess their impact on customer value creation. The student can explain and compare the significance of emotional states in sales encounters. The student can evaluate the application of emotional intelligence in both internal and external company encounters. The student can apply principles of creating a positive atmosphere and actively develop their own skills in interaction and leadership.

Assessment criteria, excellent (5) (course unit)

The student can analyze the relationships between the various dimensions of interaction and customer value creation, anticipating related opportunities and challenges. The student can critically analyze the impact of emotional states on the progression of internal and external company encounters. The student can situationally recommend methods for building a positive atmosphere. The student actively and committedly develops their own skills in interaction and leadership and is willing to support other students as well.

Assessment scale

0-5

Objectives (course unit)

The goal of the course is to enhance coaching expertise in the multichannel management of salespeople and sales teams. The course provides readiness for leading and developing a diverse sales organization.

Upon completing the course, the student will:
• understand the significance of a coaching approach in the success of sales at the individual and team levels
• apply coaching leadership in a multichannel sales organization
• outline the importance of team sales as part of value selling
• consider the opportunities of diversity as part of the sales organization's operations

Content (course unit)

Coaching Leadership
Multichannel Sales Management
Team Sales
Value Selling
Diversity

Assessment criteria, satisfactory (1-2) (course unit)

The student can define the distinctive features of coaching leadership in sales management. The student recognizes key structures of a multichannel sales organization and understands the coaching needs in an organization operating through multiple channels. The student can identify key areas of sales team and value selling. The student recognizes some opportunities for diversity in the operations of the sales organization.

Assessment criteria, good (3-4) (course unit)

The student can apply coaching leadership at the individual and team levels. The student dissects the operational logic and structures of a multichannel sales organization and can explain the impacts of a coaching approach on sales activities. The student outlines the operating principles of a sales team and its role in value-based operations. The student can develop a plan to better consider diversity in the operations of the sales organization.

Assessment criteria, excellent (5) (course unit)

The student can apply and critically analyze coaching leadership at the individual and team levels. The student understands the entirety formed by a multichannel sales organization and coaching leadership, as well as the relationships, risks, and opportunities between them. The student anticipates the functioning of the sales team in different contexts and recommends suitable value-based approaches for situations. The student develops and evaluates methods to better consider diversity in the operations of the sales organization.

Assessment scale

0-5

Objectives (course unit)

The goal of the course is to enhance technology and data management expertise in B2B sales operations. The course provides readiness for utilizing technology as part of supporting the success of sales (Sales Enablement).

Upon completing the course, the student will:
• understand the role of technology strategy in sales operations
• lead sales in a data-driven manner
• comprehend the significance of integrated sales system choices
• integrate data, system tools, and opportunities brought by artificial intelligence in supporting the success of sales

Content (course unit)

Technology Management and Strategy
Data-driven Sales Management
Sales System Tools
Supporting Sales Success (Sales Enablement)
Artificial Intelligence in Sales Management

Assessment criteria, satisfactory (1-2) (course unit)

The student recognizes the role of technology management and strategy in sales operations. The student understands sales system choices as part of sales operations. The student can identify the characteristics of data-driven sales management. The student recognizes the importance of supporting sales success for sales operations and can name artificial intelligence-based opportunities.

Assessment criteria, good (3-4) (course unit)

The student can explain the impacts of technology management and strategy as part of sales operations. The student can assess and select system tools that support the entirety of sales. The student can outline the expertise needed in data-driven sales management. The student can create a plan for system-based support of sales success and integrate chosen artificial intelligence-based opportunities into it.

Assessment criteria, excellent (5) (course unit)

The student understands the relationships between technology strategy and sales operations and can recommend data-driven sales management models that support the overall strategy. The student can analyze and justify the selection of integrated system tools that contribute to a sales success-supporting approach. The student experiments with and evaluates the models created for utilizing artificial intelligence-based solutions in supporting sales success.

Assessment scale

0-5

Objectives (course unit)

The goal of the course is to enhance visionary expertise in B2B sales in business-to-business exchanges within modern business environments. The course provides the skills needed to develop omnichannel sales, taking into account customer value creation and decision-making processes.

Upon completing the course, the student will be able to:
• analyze the effects of customer behavior changes on B2B sales
• compare the key differences and impacts on sales operations between strategic value selling and product selling
• understand the significance of intelligent co-operation between marketing and sales
• apply the possibilities of sales transformation as part of developing omnichannel sales
• analyze the impact of customer value creation and decision-making processes on sales processes

Content (course unit)

Customer behavior change and complex customer needs
From product selling to strategic value selling
Sales transformation and omnichannel approach
Customer value creation and decision-making processes

Assessment criteria, satisfactory (1-2) (course unit)

The student recognizes the impacts of changes in customer behavior on B2B sales. The student understands the key differences between strategic value selling and product selling. The student can identify key elements of sales transformation and omnichannel approaches. The student can define key stages of customer value creation and decision-making processes as part of the sales process.

Assessment criteria, good (3-4) (course unit)

The student can explain the effects of changes in customer behavior and complex customer needs on B2B sales. The student can compare the differences between strategic value selling and product selling in business contexts. The student can apply the opportunities provided by sales transformation and omnichannel approaches in practical situations. The student can outline the key stages of customer value creation and decision-making processes as part of the sales process.

Assessment criteria, excellent (5) (course unit)

The student can critically analyze the effects of changes in customer behavior and complex customer needs on B2B sales. The student can judiciously compare the differences between strategic value selling and product selling in business contexts and recommend suitable alternatives for the situation. The student understands the entirety formed by sales transformation and omnichannel approaches and can design new operational models for the business environment. The student can anticipate and plan for the impact of customer value creation and decision-making processes on the sales process.

Assessment scale

0-5

Objectives (course unit)

The aim of the course is to develop expertise in strategic sales as part of value-creating and growth-oriented business. The course provides readiness for applying sales strategies and models, as well as implementing them within the sales organization.

Upon completing the course, the student will:
• know how to build a sales strategy
• understand the significance of sales models as part of a sales strategy
• outline the role of a sales manager, especially in leading growth and implementing strategic changes
• lead and develop sales from a strategic perspective

Content (course unit)

Sales and growth management in modern business environments
Sales strategy and models
The role of a strategic sales leader in value-creating sales
Implementing changes

Assessment criteria, satisfactory (1-2) (course unit)

The student recognizes key features of sales and growth management and understands the role of a sales manager in promoting them. The student comprehends the role of strategic sales as part of value-producing business growth. The student can define the essential elements of sales strategy and models. The student can identify areas of change management and recognize the significance of change management as part of implementing reforms in the sales organization.

Assessment criteria, good (3-4) (course unit)

The student comprehensively analyzes the entirety formed by sales and growth management, as well as the role of a sales manager in promoting them. The student can explain the role of strategic sales as part of value-producing business growth. The student can formulate a sales strategy and select supporting sales models. The student dissects the areas of change management and can explain the impact of change management on implementing reforms in the sales organization.

Assessment criteria, excellent (5) (course unit)

The student can analyze sales and growth management and recommend suitable practices for a sales manager responsible for these. The student can thoroughly justify the impact of strategic sales on business growth. The student can develop a sales strategy and choose supporting sales models while anticipating possible factors of change. The student comprehensively understands the connections between change management and implementing reforms and can model various approaches for situations requiring change.

Assessment scale

0-5

Assessment scale

0-5