Purpose: This study examines how field-level business-development activities support business-to-business (B2B) sales growth for a premium dairy brand entering a competitive urban market. Design/methodology/approach: A descriptive–exploratory single-case design was used. Data were collected during an eight-week on-the-job placement (15 May–15 July 2026) at Sid’s Farm Private Limited, Pune, through a survey of 70 General Trade outlets, a price comparison across 25 outlets, lead tracking, and a route-level delivery record covering 13 stores (12 June–1 July 2026), supplemented by company margin sheets and public-sector reports. Analysis relied on descriptive statistics and ratio analysis. Findings: Of the 70 outlets surveyed, 24 (34.3%) were onboarded and 13 hot leads (18.6%) were generated; sales of ₹1,00,000 were achieved against a ₹50,000 target. Amul was present in nearly all surveyed outlets and Mother Dairy in about 78.6%, while Sid’s Farm was priced approximately 5–8% above Amul on selected products. In the route data, two low-priced SKUs (Sweet Lassi and Curd Pouch) accounted for 67.8% of units dispatched, Malai Paneer for 25.1% of MRP value, and five of 13 stores for 70.3% of MRP value. Practical implications: The findings support a basket strategy built on fast-moving entry SKUs and higher-margin value-added lines, supported by disciplined follow-up, point-of-sale visibility, sampling, outlet-wise tracking and demand-based stock planning. Originality/value: The paper offers an outlet- and SKU-level account of B2B channel development for a premium perishable brand in Indian General Trade, a setting with limited quantified field evidence.

Keywords: B2B sales; business development; General Trade; Modern Trade; dairy industry; retailer acquisition; India