INTRODUCTION

3M India Limited, 3M Corporation's Indian subsidiary, was established in 1988 and has been a steady 
partner in India's growth for over 3 decades, dedicated to solving problems that are unique to India.

3M India has manufacturing facilities in Ahmedabad, Bengaluru, and Pune, as well as a corporate offi
ce and a research and development center in Bengaluru.  Industrial, Health Care, Consumer, Safety 
and Graphics, and Energy are the company's five (5) operating market divisions.

The company's five market divisions put together 3M innovations that are popular or connected, en
hancing the production of new goods and services and allowing for efficient resource sharing.
From its Ranjangaon factory, 3M India began producing and selling industrial nonwoven abrasive
hand pads. Paint repair film company has been won by the Automotive Division at leading Original E
quipment Manufacturers (OEMs).
Through proprietary abrasive mineral, the Abrasive Systems division continued to drive productivity 
and efficiency among manufacturing companies in India. The Abrasive Systems division has
contributed to the Make in India initiative by designing and producing a new line of abrasive non-
woven hand pads specifically for Indian customers.

Main part

A sales organization is founded on certain key organizational principles that are very similar to the or
ganization's overall principles. These values act as software, directing and monitoring the
organization's smooth operation.

Organizational structure should reflect a marketing orientation. When designing a sales

organization

First and foremost, management should concentrate on the business and the consumer. 

Selling and marketing tasks should be considered by executives in order to capitalize on market dem
and and serve the firm's customers. An organizational framework can be constructed on top of this
foundation.

Span of Control

A sales manager's span of influence refers to the amount of subordinates he or she may supervise at 
any given time. It has to do with a manager's ability to guide, organize, and integrate the activities of 
salespeople under his supervision with the organization's other activities.

A flat organizational structure with lower levels of management benefits from a broader span of
control.

 Coordination between lower-level and higher level employees is an added benefit in such a system

A sales manager's ability to handle his subordinate sales staff depends on the scope of his influence.
Unity of Command

According to the unity of command theory, no subordinate can report to more than one supervisor. 
Only one superior should be responsible for each employee.

Flexible work cultures are essential for warm cohabitation between managers and subordinates. 

For example, a territory manager may be granted complete autonomy in determining a sales budget 
for a specific project in a specific territory. It has been observed that when the superior leads the
sales people from the front rather than leading them to carry out the order, the company thrives.

Stability and Continuity

Managers can assign job responsibilities to salespeople based on their specializations, ensuring that t
he latter has the necessary experience and skills to complete the assignment.

To keep a company stable, this becomes the secret to its long-term sustainability and continuity, whi
ch helps to keep business growing steadily.   for example 
salespeople are assigned to consumers with whom  they have prior experience dealing with both 
new and current customers.

Centralization and Decentralization

Staffing, recruiting, encouraging, compensating, and assessing sales success are all handled by a core 
management group at the top of the company in a centralized process, while in a decentralized firm
field sales managers are given the authority to do so.

Line and Staff Positions

Immediate supervisors exercise a line of control over their subordinates, and a chain of command is 
directed downwards across the organization's different levels. Only one individual on the next higher 
level is responsible for one subordinate.

A staff authority, on the other hand, is aimed at professional staff who are associated with their field
s of specialization. There is no clear chain of command in staff sales organizations.

3)

INTRODUCTION

Personal selling is when a salesperson communicates directly with a prospective buyer, either in pers
on or by email, phone, or video.
Limiting oneself to only one or two specialized business segments has major advantages when the
potential market is very large.
A salesperson should evaluate the profile of their current customers to determine which market seg
ment to target.
It is critical to determine what customers really need, tailor products to fulfill those requirements, an
d ensure that the products are compatible with the customer's current environment.

Main part

The first phase in marketing is prospecting for buyers. 

Prospecting's sole purpose must be to generate sales leads that can ultimately be converted into 
sales turnover. Prospecting effectively necessitates a methodical approach. Prospecting should be do
ne all of the time, not just when the list of possible people to call runs out.

Narrowing the Target Market and Customer Field

Limiting oneself to only one or two specialized business segments has major advantages when the p
otential market is very large. 

To begin with, a salesperson does not have the time to convert anyone into a customer. 

Second, a salesperson's product range may include certain items that are better suited to one indust
ry or market segment than another.
They would face less competition if the villa can be customized to have a unique selling proposition
in that market segment.

Identifying a Customer’s Wants

The method of determining real customer needs necessitates the identification of market conditions 
that trigger them. 

Companies should identify real consumption motivators as part of this phase, which will ultimately tr
anslate into product offerings. 

A proper business description often contributes to a natural consumer orientation.

Three Step Process to Develop a Market Orientation

Step 1: Discovering the Needs of Your Customers

Learn about consumer expectations and priorities so that you can spot opportunities within the orga
nization to meet those needs and develop new or improved product offerings. 

These suggestions must be integrated into a market analysis framework that includes consumers, ot
her clients, and Value Chain suppliers.

Step 2: Defining the Offering to Meet the Needs of Customers

 Prioritizing features and benefits found of the villa which is deemed useful for the customers

at this point. 
Indepth interviews, ethnographies, and focus group sessions are some of the qualitative research ap
proaches that can be used to identify the core consumer needs.

Step 3: Validation: Ascertaining that the offerings are appropriate for the customer's setting.

A salesperson must have a clear understanding of their goods to ensure that the product,
advantages, and consumer desires are all in sync. Consumer feedback helps to confirm the final
concept of a market-based product or service.
Consumers evaluate the designs to find possible problems and to iron out design flaws.

The attributes of a sales quota plan that you need to keep in mind are :

Consider  More Than a Single Number 

The team takes a step back and admires the finished product when executives create a successful sal
es compensation package. 

It's not just a sales incentive plan—a it's sales compensation scheme, according to the design team.

Keep the People in Mind 

As we saw from the top sales quota challenges, quota setting is as much about people and
procedure as it is about numbers. 

If managers and salespeople are in the dark about what's going on, or if their feedback isn't expresse
d or clarified in the final product, you might as well just give them an amount.

Bring all the right people 

Quotas for sales have a different cast of characters than sales compensation. 

When it comes to sales compensation, sales or human resources are always in the driver's seat. 

Many crazy sales quota setting rides begin and end with these very bright finance people behind the 
wheel, with apologies to finance organizations all over the world.

Move past the Past 

The majority of businesses set sales quotas by looking backward. 

The quota is usually calculated by taking a snapshot of the most recent year's performance and appl
ying a fairly standard growth rate on top of that performance, which is usually determined by taking 
a snapshot of the most recent year's performance and applying a fairly standard growth rate on top 
of that performance.

Don’t over allocate

Overallocation is the practice of taking the company's total revenue target and, when it is assigned t
o the next level of management, adding a little extra to it. 

A simple measure of sales quota over-allocation is the amount of all unique, non-overlapping front-
line sales quotas relative to the company's target.

2)

INTRODUCTION

Routing can be described as the process of selecting the route that each component of a product will 
take as it progresses from raw material to finished product. 

Routing decides the most efficient route to take from one department to the next and from one com
puter to the next before the raw material is finished.

Main part

Routing is an itinerary or example utilized by a sales rep for settling on clients decisions in a region.
Directing is an administrative movement

Routing provides sales reps with a structured pattern to follow when they travel across their 
territories. It's a managerial practice that lowers travel costs by ensuring a more effective method of 
covering territory. It is despised by some leaders. It's the perfect call for routine sales and
employment with predictable call patterns.
Routing has many benefits, including minimizing travel time and expense by avoiding crisscrossing a
nd backtracking; improving territory coverage and contact between the salesperson and the sales m
anager; and improving territory coverage and communication between the salesperson and the 
sales manager.

 Allocation of these reps across Bangalore Territories

 On a territory map, classify current and future customers. 
 Customers will be divided into three categories: high, medium, and low sales
potential, as well as class frequency. 
 Create a route map focused on high-potential customer locations. 
 A sales territory is made up of current and prospective customers who are assigned
to a particular  sales person.
 Geographic borders may or may not exist in a territory. Sales territories aid in
expanding the market, lowering marketing costs, improving sales performance
assessment, and improving customer relations, among other things.
 Income, population, and retail sales are all market factors that can be effective.

Routing means that you have enough employees working to meet demands, but not too many. As a
result, you'll be able to satisfy demand while lowering waste. The organization may be paying
employees to wait around if the scheduling is inefficient. The salesperson  can reach deadlines if
they have a good schedule. Excellent route planning saves money on gas, shortens travel times, and
allows managers to arrange breaks for mobile employees who have the least effect on a service
route.
When you need to scale your market, mastering scheduling and route planning will help you adapt. 

This holds true for longterm overall scaling (such as opening a new location or extending the distribu
tion territory) as well as short-term scaling to accommodate seasonal demand spikes.

CASE STUDY

The selling model of Amway

"Sellers at the top of the pyramid hire those below them, and so on down the chain," according to
the Amway model. Amway employs a hybrid direct selling/ multi-
level marketing model in which individuals may either
enter the company as affiliates and sell Amway goods directly or support (recruit) others to do the 
same.

The sales process of Amway is based on

 Personal Selling
 Relationship based selling

The brand establishes a link between members and possibly previous customers. Customers
who become potential members are willing to spread the word and market the goods as a result
of this. Amway now uses a direct form of sale by their members and sponsorships as part of
personal selling.

ITC and Amway

When it comes to ITC, the company is already a massive FMCG conglomerate. Employees and
regional sales divisions follow a very organized sales process. There is also a set framework for
distribution and company participation, which is mostly by targeted markets and B2B sales. ITC
almost never sells their goods directly to their customers

The collaboration between ITC and Amway is a step forward for a variety of reasons,

 Including the fact that Amway has been a long-time partner in the health-care sector and
will assist ITC in developing health-care products more effectively.
 ITC is a popular brand because it has a structure that encourages frequent contact between
customers and the business. As a result, it needs the assistance of Amway, which is much
more connected to its consumers and has a long-standing partnership with the brand.
 Enable new customers into the loop

Amway also has a younger demographic that is more health-conscious. So, in terms of a product
that prioritizes taste over health, the partnership will be fascinating to watch, as Amway's direct
sale process will require it to grow a youth target market. However, this may enable them to
recruit the next generation of members.

The next segment ITC partnering with Amway for selling B- Natural.
The emergence of other health oriented products which deliver extremely health-beneficial and
Ayurveda products, the juice market in India has become extremely competitive. According to a
survey, ITC aims to gain a 10-12 percent market share in the fresh juice market, which is
currently dominated by two companies: Tropicana and Dabur. Now, B Naturals aims to set itself
apart from these brands by offering a good tasting product, while most fresh juice brands do
not. In light of all of this, ITC believes that goods would be successful if the Indian market is more
concerned with taste than with health.

Market potential of juice segment in Bangalore territory

Beverage consumers are mostly in the age group of 6 to 45, which accounts for approximately
40 lakh people in Bangalore's population data based on age. As a result of the additional
customers, the juice industry in Bangalore has a monthly demand potential of 45 lakh people, as
the product life is less than a week and Indian consumers purchase goods.

As a result, we conclude that ITC will start with a market share of 6-7 percent, which is primarily
comprised of the under 35-year-old target market, who primarily base their product purchasing
decisions on taste and health benefits, as this age group is also concerned about health. ITC B
Natural has a market opportunity of 5 lakhs, which is about 10% of the target market segment,
with data available we can predict that the company can expect 15 -18% growth in the next
financial year as the juice industry is growing at a steady pace in banglore