English
5min
Module 1: Understanding B2B vs B2C
Module 2: Strategies for B2C Sales
Module 3: Strategies for B2B Sales
Module 4: Adapting Your Sales Based on Context
Module 5: Final Course Project
15/16 Lessons
Content
Case Study 1: The B2C Powerhouse
Lala, a Malagasy entrepreneur based in Antananarivo.
Product: A line of handcrafted gourmet vanilla products, including vanilla beans, extracts, and sugar. These are low-value, high-volume products.
The Sales Strategy:
Lala’s entire strategy is built on "B2C principles". Her target customers are individuals, both local and international, and her goal is to get as many quick sales as possible.
Urgency & Simplicity:
Her e-commerce store is hosted on a simple platform optimized for both desktop and mobile, with a clear "Add to Cart" button on every product. She uses limited-time promotions around holidays and a streamlined checkout that integrates with local payment solutions like MVola or Orange Money, which are essential for the local market. This approach removes every possible barrier to purchase, making the process simple and the purchase urgent.
Emotional Connection:
Lala doesn’t just sell a commodity; she sells a piece of Madagascar's heritage and a premium culinary experience. Her social media is filled with stunning visuals of vanilla plantations, traditional harvesting methods, and delicious recipes. She uses language like, "Taste the essence of Madagascar," and "Bring home the flavor," which speaks directly to her customers' desires for quality and authenticity.
Channels:
Lala’s primary sales channel is social media, particularly Instagram and Facebook. She uses a link-in-bio to guide customers directly to her store and uses targeted ads to reach new customers, both in Madagascar and abroad, who show an interest in gourmet food or travel to the region.
Case Study 2: The B2B Strategist
Fidy, a Malagasy tech founder based in Antsirabe.
Product: An inventory and data analytics software for local textile manufacturing companies. This is a high-value, low-volume product.
The Sales Strategy:
Fidy’s sales are purely B2B. He has spent years building a reputation and a network within Madagascar's industrial sector.
Building Trust:
Fidy’s most valuable asset is his credibility. He publishes reports on supply chain efficiency in Madagascar on his LinkedIn profile and speaks at local industry forums. He uses case studies from his early clients to demonstrate his expertise and reliability. For example, he presents a report to a potential client showing how a similar factory saw a 25% reduction in production waste and a 15% increase in output after implementing his software.
Selling to a Team:
Fidy knows he can’t sell to a single factory manager. His sales process involves a series of meetings with a "buying committee" that includes the factory floor manager (the End-User), the head of operations (the Influencer), and the CEO (the ultimate Decider). Each pitch is tailored to the individual’s concerns. For the manager, he shows how the software makes daily tasks easier; for the CEO, he presents a clear business case for cost savings.
Proving ROI:
His final pitch always includes a detailed business case. He calculates the potential cost of inefficiency and material waste and shows how his software’s annual cost is a fraction of that. He frames the purchase not as an expense, but as an essential investment in the company’s competitiveness and profitability, which is a powerful message for the CEO.
Case Study 3: The Hybrid Sales Leader
Rija, a Malagasy entrepreneur based in Nosy Be.
Product: A subscription-based platform for tour operators to manage bookings and sales. It is a recurring service.
The Sales Strategy:
Rija uses a B2B2C model. His primary customer is a tour operator (B2B), but his ultimate user is the tourist (C). His sales process has two distinct phases.