Context

A mid-sized office furniture manufacturer with a strong presence in Mumbai was seeking aggressive topline growth. Despite a competitive product offering, expansion into new geographies and customer segments had stalled due to limited channel presence, sales force inefficiencies, and a narrow client base.

Approach

We deployed a comprehensive go-to-market revamp focused on geographic expansion, sales team productivity, and customer diversification:

1. Expansion via Dealer Network

• Identified Bengaluru and Pune as priority markets based on industry clusters, competitive whitespace, and proximity to manufacturing hubs.

• Onboarded and trained local dealers with established distribution networks and relevant client relationships.

  
  

2. Sales Force Restructuring

• Reorganized the sales team by region and customer segment, with clear ownership of dealer accounts, institutional clients, and project specifiers.

• Rolled out performance-linked incentives tied to new customer acquisition, conversion rates, and collection efficiency.

• Introduced weekly review mechanisms and CRM-led route planning to increase field coverage and reduce idle time.

  
  

3. Customer Segment Diversification

• Mapped the emerging demand landscape and targeted co-working spaces, Tier II architects, and interior designers as growth segments.

Results

• +40% Revenue Growth 

• Improved sales team effectiveness, with higher lead conversions and better dealer servicing

• Diversified customer base, reducing dependence on legacy institutional clients

  
  

Conclusion

In B2B manufacturing, market expansion and sales effectiveness must move in tandem. A focused strategy on geographic whitespace, high-value customer segments, and front-line accountability unlocked scalable, margin-accretive growth.