Sales Force structure of ITC

Sales organizational design refers to the formal and coordinated task of assigning territories
and establishing flows of communication and responsibilities of sales groups and individuals to
serve customers effectively. The developed structure helps the sales people in the organization
to identify their roles, responsibilities and command in the organization. A proper
organizational design helps in enhancing productivity, reduces conflicts, and improves an
individuals quality of work by identifying the contents of the job, the qualifications and
experience required to undertake the job, and rewards associated with the performance of the
job. The organization of the sales department is based on the nature and size of the
organization, market coverage strategy, complexity of the product offered, and the external
condition of the market and the level of competition. The sales manager in the organization is
the head of sales department and is the representative of the top management in the chain of
command. Divisional, district, and branch heads are appointed to assist the sales manager in
the large organizations. They report to the sales manager and are accountable to the sales
manager for their responsibilities. So, organizational structure is relatively fixed, formally
defined set of relationships among jobs and within the organization. Though organization
structures look rigid, they should respond to the changes in the competitive environment and
should be adaptable to the changing situations.
Hierarchy of ITC
District Manager
Regional Branch Manager
Branch Manager
Assistant Manager
Area Manager
3 CIRCLE INCHARGE (CITY, METRO & UP COUNTRY)
Area Executive

Sales Trainee

The Hierarchy being followed by ITC is Line structure
In a pure line organization, the chief executive does the decision making and decisions flow
down the line for execution. The chief executive has all the authority over the sales function.
Many small sales firms have such a structure. In these organizations, decisions are made faster,
overhead costs are lower, and sales people need to follow the command. These kinds of
organizations are called one-man show organizations or a typical line organization. But, this
kind of person-centric organization suffers from the daily firefighting operations of the
executives, as they have no time to do sales planning and are busy in achieving sales targets set
at the top.
As organization grow in size, some degree of specialization occurs in most of the organizations.
Organizations are designed around geographic areas or territories, functions, products,
customers, and a combination design. The basic objective is to increase the sales force
effectiveness and enhance productivity and allow sales people to grow as customers experts.
Specialization brings challenges of coordination, integration, and higher expenses of sales
realizations.
Sales force used here are all generalist and basically there is one district manager under whom
there is one assistant manager and they employ 4-5 area managers or executives and the
number of salesmen depends on the area that they have to cover.