The early-tenure salesperson: sales effort and sales growth during the ramp-up period

Abstract

The challenges encapsulated in the ‘War for Sales Talent’ are symbolic of the struggles inherent in the recruitment, nurturing, and retention of sales professionals. While extant research provides valuable insights into facets like hiring practices, selection criteria, coaching, and training strategies, a noticeable void persists in guiding salespeople as they navigate beyond the initial ramp-up period in a new role. By interconnecting survey responses from a cohort of 200 service salespeople with 18–24 months of tenure, this investigation brings to light the facets of effort—encompassing prospecting, conversion, retention, and growth—that exert an influence on the change in year-over-year revenue following a salesperson’s first complete sales cycle post-onboarding. The results underscore the significance of conversion and growth efforts, revealing their robust impact on the net change in sales revenue. In challenging existing paradigms, this study proposes a conceptual shift in understanding sales effort. Rather than adhering to the prevailing unidimensional viewpoint, the findings advocate for recognizing sales effort as a multi-dimensional construct with competing demands. This nuanced perspective contributes to a more comprehensive understanding of the factors influencing revenue growth for salespeople transitioning from the ramp-up period toward a sustainable, growth-oriented trajectory.

Keywords:

• early-tenure salespeople
• sales effort
• sales performance growth
• sales management
• hunter and farmer

Declaration of interest

No potential conflict of interest was reported by the author(s).