Our Executive MBA (EMBA) Sales Management & Leadership stream is designed with ambitious senior sales management and executive professionals in mind. Rise through the ranks with a business acumen that harmonizes sales theory and practice, without interrupting career momentum.
Influenced by a contingent of sales industry leaders, this program was developed to cater to the ever-changing sales environment. It teaches fundamental management essentials as well as organizational core functions and interactions over three specialty courses that explore:
- Principles of consultative selling;
- Leadership strategy and process; and
- Salesforce design.
Program Advisory Councils (PACs)
The University of Fredericton regularly consults with a range of high-level professionals to build and refine the specialty streams within its programs. By continually discussing the courses, students’ successes and challenges, and the ever-changing business world, UFred ensures its Specialty Streams deliver the most relevant and leading edge education to equip students. The PAC for UFred’s Sales Management & Leadership master’s program features representatives from national brands including Xerox, Irving, and Kijiji.
Paul Kidston, MBA, CSP, UFred PAC Member
A master sales trainer and sales leadership strategist, Paul Kidston joins this PAC as an experienced sales trainer, having trained over 10,000 sales and sales management professionals across Canada. Paul owns and operates 3 brands focused on sales performance improvement, including Sales Training Experts, Sales Person Assessment, and Career Watch. Over the last 25-years, Paul has held executive management positions at two (2) national corporations covering all aspects of sales, marketing and channel distribution. He has been a subject matter expert on projects in telecommunications, fee based medical care, hotel and property management, and host of other industries.
The Online Experience
To maximize the global learning experience, students participate in exclusive vClasses (virtual classes) instructed by accomplished leaders from global organizations and post-secondary institutions. Students work on case studies and projects with colleagues from around the world, allowing them the unique ability to grasp complex concepts from a global perspective.
Online learning can be unfamiliar for many students, and we understand that. If you have any questions, we recommend signing up for our next Information Session:
Sales Management & Leadership Curriculum (45 credits)
Level A – Foundation Courses (30 credits)*:
EMBA 7000 – Orientation
The purpose of this course is to provide students with an overview of the online collaborative learning environment and course delivery methods.
EMBA 7005 – Leadership Theory and Practice (3 credits)
This course gives students the foundational knowledge they need to critically assess leadership concepts and their utility. Students survey the leadership theories of key thinkers and practitioners in the field, learning about the empirical, theoretical and pragmatic strengths and limitations of each approach. Through case studies and exercises, students develop an understanding of organizational leadership. They will also learn a comprehensive set of leadership practices that will have immediate value for application at work.
EMBA 7010 – Financial and Managerial Accounting (3 credits)
This course offers a comprehensive, graduate level exploration of managerial accounting. The course utilizes case studies and audit reports to focus on the use of appropriate accounting systems and the application of accounting data in the management of an organization. In conjunction, what accounting data are interesting or relevant-to-task, and how such data might be used is dependent upon what the manager is seeking to accomplish and what other information may or may not be available.
EMBA 7015 – Managerial Finance (3 credits)
All managers are required to possess a basic understanding of financial concepts. This course explores the principle role of finance via its concepts, calculative applications, and capital market analyses. In addition, the basic concepts of the time-value of money, rates of return, and valuation are covered.
Students will learn how capital markets function, what different securities exist, and how to manage cash flow. Credit, risk, working capital, and analysis of financial statements receive particular attention. Cases are used throughout the course to provide students with hands-on experience in the use of financial tools. Unlike other finance courses, this consists of half concept and half mathematics. Besides providing basic math skills, this course should provide students with an excellent introduction to financial management concepts.
EMBA 7020 – The Global Economic Environment (3 credits)
Systematic understanding of the internal and external economic environments of an organization, and the ability to analyze them as a basis for sound decisions, are core pre-requisites of sound leadership.
This course reviews basic macro and micro-economic concepts (e.g. supply and demand, elasticity, production function, competitive environments, pricing, etc.), and illustrates their impact on decision making and strategy formulation. Students will learn how to think through economic challenges and opportunities presented to their organization.
EMBA 7025 – Governance, Strategy and Structure (3 credits)
Leading and managing organizations requires knowing something about changing them. This course will assist the learner in understanding the drivers of successful organizational change and development; clarify the components of an effective and healthy organization – the meta-goal for any change effort; and understand the skills to successfully design, launch, nurture, and lead change.
EMBA 7031 – Systems Thinking and Organizational Design (3 credits)
As you move higher in your organization, leaders are being asked to think beyond their own function. They are being asked to consider the implications of their analysis and decisions beyond their function to that of other functions and even the entire enterprise with all its stakeholders. This, coupled with the increasingly complex global environment, leaders need to think more holistically, using concepts of systems thinking, design thinking and performance excellence. The learned ability to comprehensively analyze leadership, strategy, operations, and performance will prove invaluable to organizations’ leaders. This course, Systems Thinking and Organizational Design, gives us the knowledge and skills to understand the inter-relationship and impact of decisions across the organization.
EMBA 7035 – Strategic Marketing Planning (3 credits)
This course focuses on the strategic marketing planning process from the perspective of two key roles in the organization, i.e., the Chief Marketing Officer (CMO) and the Brand (or Product) Manager. Leaning heavily on external and internal analyses and the CEO’s strategic guidance, we examine how these managers refine the company’s long-term go-to-market strategy, at both the corporate level and the product level. We also briefly examine which leading edge digital applications are most useful with respect to intelligence gathering, analysis, decision-making and/or implementation.
EMBA 7040 – Strategic Operations Planning (3 credits)
This course focuses on the operational planning process from the perspective of the Chief Operating Officer (COO). Leaning heavily on external and internal analyses and the CEO’s strategic guidance, we examine how the COO develops the company’s long-term operations strategy, comprising decisions about supply-chain logistics, production, customer service, quality assurance (QA), distribution and field support. We also briefly examine which leading edge digital applications are most useful with respect to intelligence gathering, analysis, decision-making and/or implementation.
EMBA 7045 – Strategic Human Resources Planning (3 credits)
In today’s global context the rate of change is accelerating, and personnel have to be world-ready, and organizations have to be change-ready. This course examines the human resource recruiting and development function and the organizational design function within a global and organizational lifecycle perspective, emphasizing how personnel and designs must change as projects and divisions evolve. This dynamic approach to organizational development prepares students to diagnose mismatches between existing personnel and designs versus changing demands, and to develop personnel and designs to accommodate new realities.
EMBA 7050 – Strategic Information Systems Planning (3 credits)
In today’s 24/7 global operating environment, the possession of sufficient and correct information about the relevant external and internal environments, obtained and circulated to the right decision-makers in a timely fashion, can spell the difference between success and failure. This course introduces the main concepts of management information systems (MIS), examines how the design of MIS can affect the performance of an organization, and explores the process of information systems planning from the perspective of the CIO.
Level B – Specialty Stream (9 credits)**:
SML 8090 – Consultative Selling
This course will introduce the various consultative selling models that sales teams deploy in various industries. Students will explore the science of selling through case studies, in-class (vClass) discussions, and role playing scenarios that will demonstrate the importance of a well-structured sales approach. In this course, you will aim to:
- Review the various consultative selling models organizations deploy through their organizations, and then assess the differences and similarities based on company size, product complexity, and change management considerations.
- Work through various case studies to assess the deployment of key elements of the consultative sales model to gain a practical understanding of the field challenges and opportunities this model presents.
- Critically evaluate the behaviour based sales skills deployed by sales professionals based on case studies, class projects and video examples.
- Align and introduce the expected field sales effort with a review of the critical sales leadership requirements to manage and lead that effort.
SML 8091 – Sales Leadership Strategy, Process, and Practice
Prerequisite SML 8090 - Consultative Selling
This course will expand the students understanding of the unique challenges of sales leadership that includes ethics/law, B to B, B to C, designing a sales force, recruiting and selecting the right sales people, sales channel management, and a host of other topics specific to managing and motivating a sales force. In this course, you will aim to:
- Review and contrast the key elements of Sales Management vs. Sales Leadership in a multi-sales channel environment and understand the strategic differences in each channel.
- Examine sales force design and sales channel alignment through case studies, class discussion and class projects.
- Research and examine ‘sales process performance management’ challenges and critically assess a real life deployment effort as a class project.
- Assess and critically review the sales training requirements aligned within a consultative selling model, and the impacts on sales force deployment. This will be done through case studies and individual projects.
SML 8092 – Sales Enablement
Prerequisite SML 8091 - Sales Leadership Strategy, Process, and Practice
This course will explore at the role of technologies used in sales systems and the important decisions sales leaders must undertake when deploying these technologies with their sales force. Lead generation technologies will be examined as well as content management systems. CRM, pipeline management systems and the role of social media will be assessed through case studies and in class discussions. New technologies will be explored and assessed to determine their future importance in sales force design. In this course, you will aim to:
- Explore and critically assess well-established technologies specifically designed to enable sales teams to sell quicker and with more efficiency, and the implications for sales force design.
- Research the newest sales enablement tools, and define their future importance based on vendor information, client use feedback, and the overall uniqueness of the technology relative to other competing technologies.
- Assess a current sales enablement system, and make recommendations that will shorten the sales cycles currently experienced. This will be done as a class project with a case study or participant employer/client example.
- Critically evaluate the role of sales enablement in multi-channel sales organizations, and the challenges of deploying technologies in dealer/agent channels.
Plus one of (6 credits):
IP 8999 – Enterprise Integration Project (IP)
The Enterprise Integration Project Capstone is a 14-week capstone course involving student teams and senior executives from a business organization. The required comprehensive analysis of the organization draws from the key concepts that students will have learned in the Foundation courses.
The primary goal of the Enterprise Integration Project Capstone is to integrate and apply the knowledge, skills, and critical insights learned in the program through a comprehensive analysis of an organization’s leadership, strategy, business operations, and performance. The Capstone results in a report and presentation to the organization’s senior leaders, identifying the organization’s strengths, opportunities for improvement, and recommendations. This demanding project brings together the many dimensions of today’s business environment into an understanding of the organization as an integrated system.
Under the supervision of faculty members, each small team of students will approach and establish a formal project relationship with an existing business organization and one of its senior executives. Students will draw on material acquired in the Foundation courses to analyze and make recommendations for strategic adjustments to the organization.
Prerequisite: Successful completion of all Level A and Level B courses.
IP 8998 – Global Capstone (with International Field Study)
The Global Capstone is a 14-week capstone program involving the development of a comprehensive business plan for doing business globally. The focus of the Global Capstone program is to develop capable and ethical business leadership through an experience in global operations, helping students to understand how to meet the demands of an increasingly global, multicultural, and complex world. Working in small teams, students will have the opportunity to focus on global challenges, including market, economic, governmental, cultural and political systems, and their implications for an international business plan.
To maximize the global learning experience, students attend a 9-day session at an international location and participate in in-person seminars and/or conferences with experienced leaders from global organizations.
Drawing on material from the Foundation courses and a multitude of presenters, the team of students will develop a global business plan for a product/service of their choosing.
There will be concept reflection, synchronous vClasses, and during the International Field component students will also experience group workshops and varied executive presentations. The exposure to executives and international topics will provide critical concepts for the global business plan. As a learning experience, these executives are presenting critical concepts to their own business operations, offering insights for the program project.
*Students are expected to complete all 10 foundation courses before entering a specialty stream. In exceptional circumstances, students can submit a request to the Dean’s Office to take specialty courses prior to completion of foundation courses if eight foundation courses are already completed.
**Students are expected to complete all 10 of the foundation courses and three stream-specific specialty courses before entering the Integration Project. In exceptional circumstances, students can submit a request to the Dean’s Office to do the Integration Project prior to completion of specialty courses if all foundation courses are already completed.
Upcoming Executive MBA Start Dates
|Application Deadline||Course Start|
|August 2, 2019||September 2, 2019|
|September 27, 2019||October 28, 2019|
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