The objective of the work is to evaluate the influence of Artificial Intelligence in the sales activities of B2B companies. The case researched was the Danfoss company, a multinational of Danish origin with B2B sales in more than 100 countries for the markets of refrigeration, heating, inverters and hydraulic in the main industries. A unique case study was employed through participatory observation, with an evaluation of annual reports and semi-structured interviews with 22 employees from various global sales areas, human resources, segment directors, regional presidents and members of the global executive committee who actively participate in defining the sales activities of each region, and globally through digital tools with Artificial Intelligence. In the organization studied, 4 dimensions were identified: Contributions, Possible Disadvantages, Current Moment and the Future with 8 categories of analysis: Internal Processes, Sales Efficiency, Sales Adaptation, Data Security, Behavioral Change, Traditional Salesman, Future Salesmen and the Future of the Company. The data analysis showed different results for each hierarchical level of the company on the contributions and convergences in relation to the Possible Disadvantages. In addition, it was identified that there is a low level of knowledge of Artificial Intelligence and its applications in sales activities and that all respondents do not see a Future without the use of Artificial Intelligence at Danfoss. Dubinsky (1981) was the initial milestone in the discussion of a B2B sales process that is based on seven stages with tasks well defined by the salespeople: