By Paul Reilly
For decades, salespeople meticulously reviewed their territories, identified key targets, and scheduled efficient, recurring visits. This approach, often called the “milk run,” mirrors the days when milk was delivered to homes on a predictable route—efficient and reliable.
Back then, you could show up with new information, bridging the buyer’s knowledge gap, and instantly add value. Casual chats and sharing updates sufficed. But those days are long gone. The milk run has run dry…
In our best sales practices study, customers acknowledged that salespeople account for 25 percent of the overall value in their buying decisions. This insight implies a striking reality: up to 75 percent of salespeople may fail to create meaningful value. On a weekly basis, I meet with sales leaders who echo a common frustration—salespeople with a milk-run methodology.
This milk-run methodology is symptomatic of a much bigger problem: a seller-focused vs. customer-focused mindset. Too many salespeople cling to the milk-run mentality, focusing on their convenience rather than the customer’s needs. These sellers prioritize efficiency over impact. When sellers focus too much on themselves, they spoil the experience (pun intended!).
Every week I have the privilege of meeting passionate, customer-focused salespeople. Here are three examples of salespeople who “get it”:
The “Money Man” Approach
I recently met a salesperson who introduced himself as the “money man.” He tells customers, “I’m not here to save you money. I’m here to make you money. Every time I visit, I’ll bring you an idea to grow your business.” Selling in the fiercely competitive food services industry, he differentiates by focusing on helping customers generate revenue. Notice his focus—helping the customer make more money.
Making a Difference
Another seller in the banking industry proactively alerted his client to a regulatory change. The client was unaware of the new regulation and its impact on his business. By solving this problem in advance, he secured a lifelong client. Reflecting on the experience, the salesperson said, “At the end of the day, I felt like I made a real difference.” Notice his focus—making a difference, not just a deal.
Understanding the Long-Term Vision
During a recent discovery call, a sales leader shared his philosophy: “It’s not about selling the solution; it’s about understanding the customer’s needs, long-term vision, and goals. Only then can you help them get where they want to go.” Notice his focus—helping the customer achieve their aspirations, not just closing a sale.
It’s worth noting that many salespeople are in an impossible position. They’re stuck trying to sell “spoiled milk.” As a leader, if you’re not adapting or evolving, how can you expect your sales team to add value? Our study revealed that 57 percent of perceived value comes from the product or service and 18 percent from the company. If your solution hasn’t changed or improved, you’re limiting your salespeople’s ability to succeed.
If you want your team to create more value, challenge your organization to do the same. Continuously improve your offerings and reflect on these key questions:
- How can we enhance the end-to-end customer experience?
- What tasks do our customers dislike that we could handle for them?
- What’s missing from our solution that customers truly need?
- How can we make it easier for customers to do business with us?
- What additional services can we bundle for greater value?
- Why do our best customers choose us over competitors?
- How could a competitor put us out of business?
The milk run is extinct. The salespeople who cling to it are spoiling the customer experience for those who strive to create value. There is one constant in our ever-evolving world: customers want value. This constant creates an opportunity for salespeople to stand out. By focusing less on yourself and more on the customer—their industry, needs, and long-term goals—you’ll extend your relevance in the market. This philosophy never expires.