The decorative paints market involves multiple participants, including dealers, painters, contractors, builders, and end customers. Their differing needs and influence make field sales, lead qualification, channel relationships, and follow-up important parts of opportunity development. This exploratory case study examines these activities in the context of an MBA internship with Birla Opus Paints in Pune. The study draws on reported internship observations, field visits, stakeholder interactions, and lead-tracking summaries previously described by the researcher. Reported field activity included more than 180 market or project-site visits and interactions with more than 20 dealers and painters, as well as engagement with contractors and other market participants. A previously discussed lead summary contained 170 records classified as Hot (120), Warm (48), and Cold (2), with 124 records reportedly containing usable contact information. These counts are treated as provisional descriptive information pending comparison with original records and should not be represented as independently audited results. Relationship marketing, customer relationship management (CRM), marketing-channel management, and the sales-funnel concept provide the analytical lenses. The study argues that field activity should be assessed not only by visit volume but also by information quality, lead qualification, follow-up discipline, and opportunity progression. It proposes a practical lead-management framework and identifies opportunities for future empirical testing. Because the design is exploratory, geographically bounded, and not based on a probability sample or controlled comparison, the findings do not establish causal relationships or company-wide performance.

Keywords: field sales; lead management; channel partner engagement; customer relationship management; decorative paints; relationship marketing; sales funnel; India.