7B008E - Sales Strategy and Customer Value 01 Sep 2026 - 31 Jul 2032 | Version 0

Associated Module Information

Module Code: 7B008E
Module Title: Sales Strategy and Customer Value
Faculty: Faculty of Business and Creative Industries
Faculty Group: Global Governance
Faculty Sub Group: Global Governance
Module Leader:
Module Team: Adeyemi Aromolaran
First Intended Intake: SEP 2026 Final Year of Intake:
Date Closed:
Credit Value: 30 Credit Level: 7
Language: English
Percentage of Module Taught in Welsh: 0
Equivalent Module:
HECOS codes: 100078 - business and management 100089 - management studies
HECOS Code Weighting: 20 80

Document Version Information

Version 0
Valid From 01 Sep 2026
Valid To 31 Jul 2032

Module Aims

  • To develop a critical understanding of how organisations create and capture customer value within complex, disrupted, and technology-driven global markets. 

  • To enable students to apply strategic, sales, and marketing frameworks to live organisational challenges, integrating digital innovation, ethical considerations, and sustainability perspectives. 

  • To cultivate ethical and reflective approaches to strategic sales and customer engagement that ensure value creation is commercially viable, data-informed, and socially responsible. 

Content Summary

This module develops students’ strategic and practical capabilities to create, deliver, and sustain customer value in complex, disrupted, and technology-driven markets. It integrates perspectives from strategy, marketing, sales, and digital innovation to reflect the interconnected nature of modern global commerce. Students critically explore how organisations navigate global competition, evolving customer behaviours, digital platforms, and sustainability imperatives while leveraging emerging technologies, address ethical leadership considerations, and respond to real industry challenges to drive growth. 

Key topics include the evolving sales function, competitive strategy, customer insight generation, value communication, data-driven decision-making, financial modelling for sales strategies, negotiation and closing tactics, and the integration of sales with digital marketing. Generative AI is applied both as a tool for scenario simulation and customer engagement design, and as a subject for critical evaluation. 

Delivered through challenge-based learning anchored by a live industry brief, the module combines applied consultancy outputs with reflective practice. By the end of the module, students will be able to design, defend, and critique sales and customer value strategies that deliver sustainable competitive advantage in disrupted global contexts. The module also provides a foundation for advanced pathways by equipping students with integrative perspectives across strategy, sales, and marketing. 

Learning and Teaching Methods

Activity Type Hours
Lectures 9
Seminar 12
Practical Classes and Workshops 15
Groupwork 20
Guided Study 60
Problem/Challenge based learning 120
Formative Assessment 4
Summative Assessment 60
Total Hours Selected 300

Learning Outcomes

# Learning Outcome
LO1 Critically evaluate strategic sales frameworks and customer value creation approaches in complex, disrupted, and technology-driven markets.
LO2 Design and present integrated, evidence-based sales strategies that align commercial viability, digital innovation, and ethical responsibility in response to live organisational challenges.

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Portfolio Portfolio: Group Consultancy Sales Pitch (40%) Individual Reflective Podcast (20%) Individual Critical Sales Strategy Reflection (40%) 18 2000 100 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2
Portfolio ✔ ✔

Reading List

Week 1: The evolving sales function in disrupted markets; introduction to industry partner challenge; sales strategy foundations 

 
Essential: 

Johnson, G., Scholes, K. and Whittington, R. (2020). Exploring Strategy. Pearson. 

Ingram, T.N., LaForge, R.W., Avila, R.A., Schwepker, C.H., & Williams, M.R. (2019). Professional Selling: A Trust-Based Approach. Cengage. (Ch.1–2: The role and evolution of professional selling) 
 

Supplementary: 

Moncrief, W.C. (2017). Are sales as we know it dying… or merely transforming? Journal of Personal Selling & Sales Management, 37(4), 271–279. 

McKinsey & Company (2022). The State of Strategy. Available at: https://www.mckinsey.com 

 

Week 2: Strategic and digital sales models; competitive strategy in disrupted global markets; customer behaviours and digital platforms (e-commerce, CRM, AI, omni-channel) 
Essential: 

Grant, R.M. (2021). Contemporary Strategy Analysis. Wiley. 

Parker, G., Van Alstyne, M., & Jiang, X. (2017). Platform ecosystems. MIS Quarterly, 41(1), 255–266. 

Buttle, F. & Maklan, S. (2019). Customer Relationship Management: Concepts and Technologies. Routledge. (CRM models + omni-channel) 

Singh, J., Flaherty, K., Sohi, R., Deeter-Schmelz, D., Habel, J., & Malshe, A. (2019). Sales profession and professionals in the age of digitization and artificial intelligence technologies. Journal of Personal Selling & Sales Management, 39(1), 2–22. 

 
Supplementary: 

Ojanperä, T., & Vuori, T.O. (2021). Platform Strategy: Transform Your Business with AI, Platforms and Human Intelligence. Kogan Page. 

World Economic Forum (2023). Future of Global Competition. Available at: https://www.weforum.org 

 

Week 3: Sales forecasting, financial modelling, and value chain analysis 
Essential: 

Damodaran, A. (2020). Narrative and Numbers: The Value of Stories in Business. Columbia University Press. 
 

Supplementary: 

Deloitte Insights (2023). Global Finance Trends. Available at: https://www2.deloitte.com 

Fader, P. (2020). Customer Centricity: Focus on the Right Customers for Strategic Advantage. Wharton Digital Press. (Customer lifetime value forecasting) 

 

Week 4: Customer insight generation, relationship management, and persuasive communication 

 
Essential: 

Day, G.S. (2020). Closing the customer value gap. Journal of Marketing, 84(1), 1–24. 

Van Der Pijl, P., Lokitz, J., & Solomon, L.K. (2016). Design a Better Business. Wiley. 
 

Supplementary: 

Payne, A. & Frow, P. (2017). Strategic Customer Management: Integrating Relationship Marketing and CRM. Cambridge University Press. 

Salesforce (2023). State of the Connected Customer. Available at: https://www.salesforce.com 

Cialdini, R.B. (2021). Influence: The Psychology of Persuasion. Harper Business 

 

Week 5: Sales innovation, negotiation, ethics, cross-cultural challenges in sales practice; consultancy pitch (Assessment A1) 
Essential: 

Weiss, J.W. (2021). Business Ethics: A Stakeholder and Issues Management Approach. Berrett-Koehler. 

Lewicki, R.J., Barry, B., & Saunders, D.M. (2015). Negotiation. 7th edn. McGraw-Hill. (Sales negotiation chapters) 

 
Supplementary: 

George, G. et al. (2021). Innovation for inclusive growth: Towards a sustainable future. Journal of Management Studies, 58(2), 1–28. 

Accenture (2022). Sustainability and Strategy. Available at: https://www.accenture.com 

Steenkamp, J.-B.E.M. (2019). Global Brand Strategy: World-wise Marketing in the Age of Branding. Palgrave. (Cross-cultural selling) 

O’Reilly III, C.A., & Tushman, M.L. (2021). Lead and Disrupt: How to Solve the Innovator's Dilemma. Stanford University Press 

 

Week 6: Reflection & review – Global strategy integration 

Essential: 

Ghemawat, P. (2018) Redefining global strategy: Crossing borders in a world where differences still matter. Boston: Harvard Business Review Press. 

Supplementary: 

Khanna, T. (2015). Billions of Entrepreneurs. Harvard Business School Press. 

PwC (2023). Emerging Markets Outlook. Available at: https://www.pwc.com 

Week 7: Individual reflection & synthesis 

Essential: 

Schön, D.A. (2017) The reflective practitioner: How professionals think in action. London: Routledge. 

Supplementary: 

Cunliffe, A.L. (2016) On becoming a critically reflexive practitioner. 2nd edn. London: Sage.