Don’t strap an order agent onto a broken sales process. When low performing DSRs are freed from keying orders, they won’t miraculously start selling. They’re order-takers. Replace those who won’t sell. Now you can. SalesBench — the talent pipeline for foodservice distributors. Instant bench depth — on tap.

Don’t strap an order agent onto a broken sales process.

When low performing DSRs are freed from keying orders

…they won’t miraculously start selling.

They’re order-takers.

Replace those who won’t sell.

Now you can.

House owner standing in his office overlooking the warehouse, reading a report with a frustrated look
Try the talent

Hear Danna like your customers will.

Keep the best — let go the rest. Our severance subsidy keeps it humane.

Not a purge — a course correction back to customer-facing excellence.

House owner and advisor reviewing the SalesBench cut plan in a distributor office overlooking the warehouse

Who stays, who goes.

Invest in your best.

Let the bottom half go.

60-day full pay for who goes.

No additional out-of-pocket spend required.

SalesBench Fee Holiday is the bridge.

Digital DSR · on the line

What Danna does

  • Calls on customer’s schedule / recalls on request — always on 24/7/365
  • Knows customer, item, and price history
  • Takes the order in natural conversation
  • Confirms orally and by text
  • Finishes with no-stock/sub, missing regulars, A/R, and one new item
  • When appropriate: asks to schedule a sales talk on lowering food cost — and remembers the answer and outcomes

Preferred path: a live desk that answers, queries, prices, and confirms by text. Voicemail and photo dumps are what operators do when nobody picks up.

Try the talent

Danna on the desk

Danna on the desk
Aces on the street
New business landing
By the numbers
Demo House math

Sample math

Demo House dollar trail

Who stays / who goes · ace pool · growth strategy

House sales: $100,000,000

House accounts (owner/purchasing): 20% = $20,000,000 — stay with ownership; not in the SalesBench fee base

Street book: 80% = $80,000,000

Dollar trail Demo House example

  1. Fully loaded cost — DSRs who go $140,000 × 9 = $1,260,000
  2. Fully loaded cost — inside CSRs (example all-in inside cost) $70,000 × 5 = $350,000
  3. Total loaded cost coming off $1,610,000
  4. SalesBench fee $472,000 ~0.59% of the $80M street book it covers — house accounts excluded
  5. Desk dollars freed before ace pool $1,610,000 − $472,000 = $1,138,000 ~1.4% of covered street sales ($80M)
  6. Ace pool — two-thirds of CSR/inside savings only ⅔ of $350,000 = $233,000 Performance pool for the remaining aces — paid out for real gains in item mix, GP$ per delivery, gross margin, and new accounts. Aim: the whole pool pays out for a job well done, so your DSRs are the highest paid among competing distributors.
  7. Net to house if ace pool pays out in full $1,138,000 − $233,000 = $905,000 ~1.1% of covered street sales ($80M) — house bottom-line save on the book SalesBench covers
  8. After-tax profit line Demo House trailing twelve-month net income on $100M sales: $895,000. Net to the house of ~$905,000 more than doubles that line — 2× after-tax profit on this math.* * Independents often net ~1–2% of sales after tax.

Growth strategy Sample ladder

The rebate ladder is part of the growth strategy. On every book that moves to SalesBench at cutover — full desk plus a growth rebate scored off that account’s own prior-period sales. Parallel to the ace pool: street talent gets a performance pool; moved accounts get a reason to consolidate and stay.

Sample growth rebate ladder
Tier Growth vs prior period Rebate
No growth Under 0% 0%
Loyalty Up to 10% 0.50%
Incentive 1 Up to 20% 1.00%
Incentive 2 Up to 30% 1.25%
Incentive 3 Up to 40% 1.50%
Incentive 4 Up to 50% 1.75%
Incentive 5 50% and up 2.00%

Rates are house policy — this ladder is shaped like a classic distributor growth rebate. Live program uses the account’s year file for baseline and growth.

Why freeing the keyboard doesn’t create aces

Order-entry tools buy time. They do not remake who wants to sell. Selection and deployment beat hoping another seminar turns an order-taker into an ace.

11.5×

Inside the same firm, a 75th-percentile salesperson can generate about 11.5× the revenue of a 25th-percentile peer. That split matches the familiar 80/20 sales heuristic — directionally right even when your house’s numbers differ. The gap is the product opportunity.

Benson, Li, Shue — Quarterly Journal of Economics

4×

Wholesale distribution shows the same shape. In a paper/plastics wholesaler-distributor study, the top 20% of sales forces wrote about 4× the volume of the bottom 20% without sacrificing margins. Who you keep on the book beats another order-bot every time.

El-Ansary — Journal of Marketing Channels

Selection beats redemption

Eighty-five years of selection research: who you put in the seat predicts job performance. Seminars on people who do not want to sell buy activity, not aces — transfer hangs on will-do, not attendance. Invest seminars in aces; Digital DSR covers the book that was never being sold.

Schmidt & Hunter 1998, Psychological Bulletin; transfer: Colquitt, LePine, Noe 2000

Industry vendor research (not a journal): Clari Labs 2025 enterprise benchmark — top 10% of sellers ~65% of revenue; bottom 50% ~7.6%.

Who-goes is the product. Seminars for aces. Digital DSR for the book that was never sold.

Coming soon

Owner’s Blueprint

The full sequential walkthrough — SalesBench desk, who stays and who goes, item penetration, customer growth, and new customers — is being built. This link is a placeholder until that journey is ready.

Keep the best — let go the rest. Our severance subsidy keeps it humane. Call today

Call today

For house owners and sales executives who want to see SalesBench on their book.

Call today Try the talent

contact@getsalesbench.com