Your sales rep’s excuse flowchart is more predictable than a McDonald’s ice cream machine being broken:
New business numbers suck?
“I was nurturing our existing accounts, boss. You know, relationship building.”
Existing accounts flat-lining?
“Had to prioritize new logos this quarter. Pipeline was looking thin.”
Both tanking?
“It’s impossible to juggle both! I’m spread too thin across new and existing.”
Both crushing it?
*Complete silence* (because this literally never happens)
Here’s the uncomfortable truth: Finding a sales rep who can master both new and existing business is like finding a unicorn that also does your taxes.
These mythical creatures exist, but you’ll blow through 47 mediocre reps before you find one.
Stop torturing yourself with the “hybrid approach.” Pick a lane based on what actually drives your business:
- High-volume transactional? New business hunters.
- Complex enterprise deals? Account farmers.
- Growing market? Prospecting machines.
Your reps will thank you. Your numbers will thank you. Your sanity will definitely thank you.
Because watching someone try to hunt new business while babysitting existing accounts is like watching someone text while parallel parking.
Technically possible. Usually a disaster.
