The document outlines the business-to-business (B2B) sales process of Godrej & Boyce, India's largest furniture manufacturer, detailing the organization's structure, sales strategies, and market segmentation. It contrasts B2B sales with business-to-consumer (B2C) sales, highlighting differences in transaction size, sales cycles, and the necessity of convincing multiple stakeholders. Additionally, the document discusses methods for managing and motivating the sales force, emphasizing the importance of training, compensation, and efficient sales strategies.

1. INTERIO® B2B
I201 Yesha Babariya
I224 Mohit Lakhani
I214 Virat Gautam
I234 Vinesh Hegde
L019 Priyan Shah
L010 Kushal Kerkar

2. Road Map
Overview
Product Line
B2B Sales
Sale Force Organization
01
02
03
04
Pre Sales Process05

3. Overview
 Business unit of Godrej & Boyce Mfg. Co. Ltd.
Largest furniture manufacturer in India
 50 showrooms in 18 cities across India
 A strong network of over 800 dealers in India,
200 exclusive retailers, in which 51 are COCO
rest are franchise stores
 Offerings can be broadly classified into:
i. Retail office and home furniture
ii. Contract Manufacturing
iii. Projects

4. Product Line
B2B Services
Solution and
Laboratories
Auditorium and
Stadium
Education and
Training Institutes
Hospital and Health
care establishments
Shipyards and Navy

5. B2B Sales
It refers to an activity where a business is selling its products or
services (=creating value) to another business. It is distinct from
B2C—or business-to-consumer sales—which means sales to
individuals rather than businesses.
B2B vs B2C sales
Forrester estimated that the total size of the US B2B sales
market was $9 trillion in 2018 with B2B ecommerce accounting for
$1.1 trillion. While statistics that provide a direct comparison are
hard to come by, for some context, US B2C ecommerce sales stood
at $512 billion in 2018—less than half the value of the B2B market.

6. So why is the B2B market so large in comparison to B2C and how does
the sales process differ between the two?
While business-to-business
transactions can be small—
such as an SMB buying
office supplies—they can
often stretch to thousands,
millions or billions of dollars.
Outside of a few specific
B2C industries—such as
real-estate, automotive and
luxury goods—this doesn’t
tend to be the case. In retail
and ecommerce in
particular, B2C transaction
values tend to be lower,
which presents a different
sales cycle.
Large average
transaction value.
The business-to-business
sales cycle often takes
longer to close than the
business-to-consumer
sales cycle. Whereas B2C
sales tactics often appeal to
buyers emotions, B2B
tends to focus on the
benefits and features of a
product or service. This
focus on providing a logical
solution to a problem is
vital, as there is often more
than one person to
convince in the B2B sales
process.
Long sales cycle
In most cases—and
particularly with bigger
deals—a business-to-
business sales person
has to convince multiple
stakeholders to make a
purchase. These
stakeholders can come
from different
departments, with
separate priorities, and
multiple sign off
processes to
complete. Charming one
person is not enough to
close your deal.
Multiple stakeholders
Today’s buyers are
educated—47%
consume between 3
and 5 pieces of
content before ever
speaking to a sales rep.
B2B sales people need
to be experienced with
the product or service
they’re selling and
confident in
understanding their
prospects problem and
how they can provide
the solution.
Educated buyers

7. B2B Sales Funnel
The typical sales funnel describes the journey
from awareness—when a buyer first becomes
aware of your product or service—to purchase.
In B2B it’s often the marketing team’s job to get
prospects to the beginning of the funnel, from
here the sales team will join the process when
the buyer shows intent and help convince them
to purchase. The exact point at which sales
teams take over will of course depend on
individual business models.
Evaluation
Purchase

8. VISIONMISSION
Godrej– The choice
for home & work
space solutions.
Enriching life by
transforming home
and work spaces.

9. Sales Force Organization
Combination of Geographic and Product Specialization
The sales organisation in a matrix form combines geographic and
product. In the sales organisation , the structure shown for northern
region is repeated for the east, west, and south. The sales executives,
sales engineers, sales officers and supporting staff reporting to each
regional sales manager.
Organizational Hierarchy
A salesforce consists of field selling and inside sales persons (or
representatives). Both the positions have important roles to play.
In a typical sales organisation, sales representatives report to a
first-line supervisor, referred to as sales supervisor or a branch
manager or an area manager. The designations vary from
organisation to organisation

10. Business Head
Zonal Head
(North)
Zonal Head
(East)
Zonal Head
(West)
Branch Head
(Pune)
Branch Head
(Mumbai)
Key Account
Management
Business
Developement
Non- KAM
Mumbai West
(Dealer+Direct)
Mumbai East
(Dealer+Direct)
Mumbai Central
(Dealer+Direct)
Multi-location
Government
Offices
Health Care
Branch Head
(Ahmedabad)
Zonal Head
(South)

11. Pre Sales Process
Take measurement
and give to design
engineer s
Customized design
layout using software
tools as per
measurements and
suitable product
Sales
Executives
suggest the
right product
and layout to
the client in the
form of a
presentation.
Enquiry Generation
through follow up

12. Workload Method
How they determine the
Sales force size?
The workload method is also known as
the buildup method. In this method, the
total workload (i.e., the number of hours
required to serve the entire market) is
estimated. This is divided by the selling
time available per salesperson to
forecast the size of the sales force. This
method is commonly used since it is
easy to understand and to recognize the
effort required to serve different
categories of customers.

13.  The first step is setting out an objective for sales force. Earlier companies had a single
objective increasing sale making it objective also for sales people. Sales people are asked to
perform a search for prospective clients or lead. Sales people are asked to balance time
between a prospective customer and current customer.
 The second step is use sales people strategically. Sales people have to combine efforts with
other team members to achieve the objective. Sales people should be aware how to analyze
market data been provided and convert them into marketing strategies.
 The third step is deciding the structure of the sales force. The structure of the sales is
dependent on the strategy followed by the company. Common sales force structures are as
follows:-
1. Territorial structure is used where every sales representative is assigned specific
geographical area. This structure is preferred for building relationships with locals.
2. Product structure is used for complex and un- related product portfolio. Here the sales
people are directly associated with research and development of the products.
3. Market structure is used if the companies are operating different industry or market
segments. Every sales force specializes in a definite market and helps push a product
efficiently across the given market.
 The next step is to design compensation for the sales force. Compensation plays a big
motivational factor for sales people. Companies follow a structure of a fixed amount plus a
variable amount depending of success achieved in the market. Allowances play an important
factor in the salary owing to continuous travel and market visits.
Sales Force linking
between COMPANIES and
CUSTOMERS
DESIGNING of
SALES Force

14. MANAGING of SALES Force
• Recruitment is at the center of an effective sales force. One approach in the selection
is asking a customer what characteristics they look for in a sales representative.
Companies develop selection procedure where behavioral and management skills are
tested.
• Training is essential to remain ahead of the competition. Sales force needs training
before entering the market as well as training at different stage of the product life
cycle.
• Supervision on sales force is decided on the profile of product portfolio. A general
supervision is maintained with respect to sales people dealing with potential clients.
Another supervision is related to efficient time management from preparation of client
call to closing of the deal.
• Motivation is a key aspect for management of the sales force. Here compensation
plays an important in driving up the motivational level. Compensation can be assigned
based on sales quota. Other motivational tools are
social gathering and family outing.
• Evaluation is essential to management of a sales
force. Sales reports sent by the sales force serve a
good starting point of evaluation.

15. MARKETING STRATEGY
COMPETITVE ANALYSIS
BRAND EQUITY
DISTRIBUTION
CUSTOMER ANALYSIS
HIGH QUALITY PRODUCT
PROMOTION
MARKETING
STRATEGY
SEGMENTING, TARGETING and
POSITIONING
ANALYSING the TARGET
MARKET

16. Motivate Sales-Force?
Recognition
and praise
Fair pay-packet Opportunity for
advancement
Good working
conditions Good supervision
and leadership
Opportunity for
self expression

17. THANK YOU