Boardroom leaders looking to grow revenue mostly assume that digital channels have eclipsed in‑person selling. Yet field‑based selling remains a powerful lever for growth when executed thoughtfully. Success hinges not only on charismatic reps, but on strategy and disciplined management. The right tools also make a big difference. We’ll explore what outside sales means today and why it fuels growth across sectors.
What is Outside Sales?
Outside sales describes a sales model in which representatives travel to meet prospects and customers face‑to‑face. This might sound quaint in an era of webinars and automated emails, but it is a deliberate choice. Field reps call on everything from office parks and construction sites to hospitals and manufacturing facilities. They create trust through personal interactions and handle complex products or services that can’t be explained in a three‑line email.
Outside sales is distinct from tele‑ or inside sales in both day‑to‑day tasks and who they hire. B2B field sellers typically pursue large accounts with long buying cycles or call on the same customers to create ongoing sales opportunities. The structure of a field team includes a leader that manages team performance and territory managers. Compensation reflects the in‑person effort. It’s not unusual for outside reps to earn salaries approaching six figures or make commissions that make up a third or more of their total pay. Those numbers reflect the value of closing high‑ticket deals and maintaining relationships over time. According to RepMove, a leading outside sales software platform, top field sales rep visit 13.9 customers and prospects daily while the average rep meets with 5.
Field‑based selling thrives in industries where products are complex or highly customizable. Sectors such as construction supply, heavy machinery, medical devices and equipment, agriculture, and even enterprise software depend on field sellers to educate buyers.
“Outside sales reps are not just order takers. They’re consultants and advisors for their customers,” said RepMove Founder & CEO Dillon Baird. “They observe operations on site and propose improvements. They become the go-to people their customers rely on when they’re in a pinch.”
Although the basic definition hasn’t changed in decades, the technology supporting field reps has. Many teams now rely on mobile CRM systems, route‑planning software, and AI‑driven coaching to stay organized and responsive. Baird built RepMove after spending more than a decade as an outside sales rep. His platform integrates a CRM, route planner, note taker, and many other features into a mobile and web-based solution tailored for field-based salespeople.
Why Outside Sales Unlocks Growth
When budgets tighten, executives may question whether sending people on the road is worth the expense. The answer lies in the way human connection moves deals forward. Face‑to‑face meetings build rapport more quickly than phone calls. Buyers are more likely to open up about their priorities and concerns when a rep visits their facility. That trust translates into better discovery and more tailored proposals. Field reps convert roughly 40 percent of qualified leads. By comparison, inside reps convert around 20 percent. The additional conversion is tied directly to the personal interactions that outside sales enable.
Outside selling also supports larger average deal sizes. Complex solutions require detailed demos, such as tours of facilities and discussions with multiple stakeholders. Reps can identify cross‑sell and up‑sell opportunities by walking through a warehouse or observing manufacturing processes. A strategic account might generate recurring revenue for years. Field reps act as stewards of these long‑term relationships. They nurture loyalty and reduce churn. In capital‑intensive industries like heavy equipment, a single contract can recoup months of travel costs.
Beyond revenue, field teams become a source of market intelligence. They hear firsthand what customers are struggling with and pass that information back to product teams. They notice emerging trends in different regions. Because they operate in the real world, they can spot supply‑chain issues or unmet needs early. This ground truth feeds strategic planning and helps organizations adapt more quickly than competitors who rely solely on analytics dashboards. In essence, outside sales is a feedback loop between the market and the boardroom.
Growth through outside sales is not automatic, however, and it relies on disciplined execution. Without clear strategies and efficient routes, travel time can spiral into wasted hours. Reps who over‑promise to close a deal can saddle operations with unprofitable commitments. Leaders must balance autonomy with accountability, ensuring that field reps align with company goals and respect budget constraints. When done well, outside sales becomes a catalyst for expansion into new geographies and verticals. It opens doors that algorithms alone would never find.
Building an Outside Sales Team
Hiring for outside sales is as much about attitude as it is about experience. Top performers tend to be self‑starters who enjoy meeting new people, but the best excel at solving problems in real time and working without constant supervision. They need enough technical knowledge to answer questions on the spot and enough resilience to handle rejection. Many companies recruit from industries similar to their own or from adjacent fields where consultative selling skills transfer well. Interviewers should look for examples of persistence and creative prospecting.
Onboarding a field rep involves more than product training. They need to understand the company’s culture. Know its pricing structure and contract terms inside and out. The post‑sale support process is also important for reps to keep track of.
Outside sales reps need to master tools to keep them organized. Mobile CRM platforms record visit notes and schedule follow‑ups. Route‑planning software reduces travel time and fuel expenses by suggesting the most efficient sequence of appointments. This is where RepMove truly shines.
Compensation plans should reflect the effort involved in closing deals. Most organizations offer a base salary plus commission. Sometimes they offer a bonus tied to revenue. Tiered commissions encourage reps to exceed quotas. Non‑monetary rewards like travel upgrades, regional recognition, or professional development courses keep morale high. Because field reps often work autonomously, regular communication with managers becomes more essential than with inside reps. Weekly pipeline reviews and call‑shadowing provide coaching opportunities. Managers should clarify expectations around things like follow‑up and data entry. Cross‑departmental communication requirements should also be clearly outlined.
Organization structure matters too. Some companies organize field reps by geography. Others align them with industry verticals. Your specific alignment should focus on your business outcomes.
Larger enterprises might employ sales engineers who accompany reps for technical demos. Marketing teams can support field sellers with targeted content and events in each territory. Customer success teams ensure a smooth handoff after the sale and protect against churn. When all departments collaborate, customers enjoy a consistent experience and reps spend more time selling and less time resolving internal miscommunications. The investment in building a cohesive outside sales function pays dividends through stronger client relationships and steady revenue growth.
Outside Sales Metrics to Track
Measuring performance is a cornerstone of all revenue growth operations. Outside sales is no different. Without numbers, leaders can’t tell whether their strategy is working or where to make adjustments. One foundational metric is the number of visits per day or week. RepMove’s data show that the average outside sales rep makes about 5.1 face‑to‑face visits each day. This is a phenomenal sales efficiency benchmark to track. Knowing this alongside travel time reveals whether routes are efficient. Leaders should monitor not just the total visits but also the mix between prospecting and existing‑customer meetings. Over time, the ratio indicates whether reps are balancing new‑business development with account management.
Another critical measure is conversion rate. In the context of field sales, it is the percentage of visits that turn into closed deals or a new order. Because field reps invest significant time in each account, a low conversion rate is even more costly than it would be for an inside sales rep. It may indicate misaligned targeting or ineffective discovery. But you need to dive into the details to truly know.
Comparing conversion rates across territories can highlight best practices. Deal sizes and the length it takes for deal cycles to complete across reps are also instructive. Larger deals often require more visits, but too many touchpoints without movement may signal indecision or lack of urgency. Top performers know when to push for a decision and when to disengage.
Time allocation deserves particular attention. By tracking how much time reps spend selling versus completing paperwork, leaders can spot inefficiencies. Implementing tools that automate meeting notes or integrate with enterprise systems frees up hours for additional visits. An uptick in selling time typically correlates with improved results.
How to Improve Sales Performance With the Right Tools
Outside sales teams are only as effective as the systems supporting them. That’s where a tool like RepMove comes in. RepMove is a mobile and web-based platform designed specifically for field sales. Unlike a traditional CRM, it actually helps sellers in the field and does not block them from visiting customers and prospects. It also helps them visit more stops by creating efficient sales routes. When a rep finishes a call in RepMove, they can dictate notes right away, attach photos, and log follow‑up tasks while the details are fresh. This immediate documentation reduces the risk of missing commitments and keeps the CRM up to date.
Managers can view dashboards that highlight which reps are thriving and which need support. Because the data feeds in near real-time, managers can intervene quickly to help a struggling rep refine their pitch or adjust their schedule.
RepMove integrates with existing CRM or ERP systems. It ensures that information collected in the field flows back to headquarters in a centralized place. One single source of truth everyone can use.
For leaders focused on growth, the biggest benefit may be the clarity that RepMove provides. It turns subjective hunches into measurable trends. With that visibility, executives can refine territory assignments, reallocate resources, and confirm that their outside sales strategy is actually improving performance.
Field‑based selling offers something rare: human connection. When combined with a clear strategy and disciplined execution (along with modern tools), outside sales becomes a powerful engine for growth. Business leaders who invest in their field teams and track the right metrics will continually refine and approach that sees returns in both revenue and customer loyalty. As markets evolve, the face‑to‑face conversation remains a competitive advantage that algorithms can’t replicate.