{"id":364084,"date":"2026-08-02T19:48:21","date_gmt":"2026-08-02T19:48:21","guid":{"rendered":"https:\/\/peraltafinancing.com\/business\/marketing\/beyond-hunter-and-farmer-a-new-sales-model\/"},"modified":"2026-08-02T19:48:21","modified_gmt":"2026-08-02T19:48:21","slug":"beyond-hunter-and-farmer-a-new-sales-model","status":"publish","type":"post","link":"https:\/\/fivemor.com\/?p=364084","title":{"rendered":"Beyond Hunter and Farmer: A New Sales Model"},"content":{"rendered":"


\n<\/p>\n

\n

Hunter and farmer had a good run. I think it\u2019s time for a new paradigm.<\/p>\n

A few years back I was brought in to work out why one salesperson was outperforming eleven others, all senior, all with 20-plus years in the field. She wasn\u2019t a hunter. She\u2019d come up through account management and crossed into sales. On paper she shouldn\u2019t have stood a chance against a room full of career hunters. She beat all of them, most years, by a wide margin.<\/p>\n

That shouldn\u2019t be possible if hunter and farmer are actually two different jobs. It\u2019s only possible if they were never really different jobs to begin with.<\/p>\n

For decades, sales has been split into two roles. The hunter opens new doors and wins new logos. The farmer inherits the account once it\u2019s won and keeps it alive. It\u2019s a tidy story. It\u2019s also the wrong one, and I think it\u2019s quietly costing companies revenue.<\/p>\n

The old model was never really a model<\/h2>\n

The old version was simple: you\u2019re a hunter, go sell. Very little training behind it, very little coaching, very little structure. Marketing did its own thing. Sales did its own thing. If you were a hunter, the job stopped at the close. If you were a farmer, the job was whatever came after, and how well you did it depended entirely on you, because nobody was watching either half closely enough to develop it properly.<\/p>\n

That\u2019s the part that gets missed when people defend the split. It was never really a model for developing salespeople. It was a way of avoiding the work of developing them.<\/p>\n

\n

It was never really a model for developing salespeople. It was a way of avoiding the work of developing them.<\/em><\/p>\n<\/blockquote>\n

In twelve years of sales consulting, the pattern I keep running into isn\u2019t lazy salespeople, it\u2019s misalignment. Marketing, sales, account management, the board, all pulling in different directions with no one owning the full picture. Most sales managers were promoted because they were good sales people, not because anyone taught them to coach, and we know that skill doesn\u2019t automatically transfer. None of this is a controversial observation on its own. What\u2019s controversial is the fix.<\/p>\n

Here\u2019s the fix: stop thinking about the salesperson\u2019s job as a single point in the cycle, and start thinking about it as the whole cycle. Inbound response, outbound prospecting, discovery, the pitch, the close, onboarding, account management, cross-sell, upsell, referrals, renewal. One lifecycle, start to finish. I\u2019m not saying one person has to do all of it. I\u2019m saying different people do different parts of it as a team, instead of two separate teams handing off a relationship and calling that a strategy.<\/p>\n

\n\n\n\n\n\n\n\n\n\n\n
What it\u2019s called<\/th>\nWhat it looks like<\/th>\nWhat it really is<\/th>\n<\/tr>\n<\/thead>\n
Lead generation<\/strong><\/td>\nFilling the top of the pipeline<\/td>\nBuilding trust before there\u2019s a deal on the table. That\u2019s farming.<\/td>\n<\/tr>\n
Thought leadership<\/strong><\/td>\nGetting your name out there<\/td>\nStaying visible and credible long before someone\u2019s ready to buy. That\u2019s farming.<\/td>\n<\/tr>\n
Staying in touch<\/strong><\/td>\nChasing a prospect who said not yet<\/td>\nThey call you next year because you never stopped showing up. That\u2019s farming.<\/td>\n<\/tr>\n
Cross-sell and upsell<\/strong><\/td>\nGrowing an account you already have<\/td>\nA client who trusts you enough to expand their spend is generating a hunter\u2019s revenue.<\/td>\n<\/tr>\n
Referrals<\/strong><\/td>\nA nice by-product of good service<\/td>\nGet the relationship right and the farmer just opened a door the hunter never walked through.<\/td>\n<\/tr>\n
Keeping clients past contract<\/strong><\/td>\nLooking after what\u2019s already won<\/td>\nA client who stays longer than the contract requires is farming, paying you back.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n

Most companies plan to be around for the long term. Revenue is one of the most important things they do. So why treat it as a short term motion, chopped into disconnected handoffs? Because the board wants short term numbers to report, mostly. That pressure is real, but it\u2019s also exactly why the handoff model keeps producing the same result: nobody owns the whole thing, so nobody is accountable for the whole thing.<\/p>\n

I\u2019m not the only one seeing it. At a Korn Ferry event in Singapore recently, a room of around 40 sales leaders, half of them responsible for teams of over 2,000 salespeople, landed on the same conclusion without much pushback: the old model is done, something new is coming, and that\u2019s a good thing for the industry, not a threat to it.<\/p>\n

The overlap has always run both ways<\/h2>\n

If your job is new business, you\u2019re already doing farmer work and just not calling it that. Lead generation is farming<\/a>, because you\u2019re building trust before there\u2019s a deal on the table. Thought leadership is farming, because you\u2019re staying visible and credible long before someone\u2019s ready to buy. A client who stays with you longer than their contract requires is farming, paying you back.<\/p>\n

The old model trained hunters to close and move on. The deal signs, attention shifts to the next target, the relationship goes cold the moment it stops mattering for this quarter\u2019s number.<\/p>\n

Nurture is the opposite instinct, and it pays off on a longer clock. A prospect who isn\u2019t ready today might be ready next year, and the only reason they call you instead of a competitor is that you never stopped showing up. That\u2019s a hunter doing farmer work months before the deal exists, and it\u2019s often the actual reason the deal closes at all. Buyers mostly know what they want. When they\u2019re ready, they ask someone they already trust, not whoever pitched hardest eighteen months ago.<\/p>\n

It runs the other way too, and this is the part that gets missed most. Good farming isn\u2019t just retention, it\u2019s new business wearing a different coat. Content and relationship depth are what drive cross-sell and upsell. A client who trusts you enough to expand their spend is a farmer generating a hunter\u2019s revenue. Get the relationship right and referrals follow, which means the farmer just opened a door the hunter never walked through.<\/p>\n

That account manager I mentioned at the start? She was already doing both, every day, without a label for it. She wasn\u2019t unusually gifted. She just wasn\u2019t boxed into half a job.<\/p>\n

What replaces the label<\/h2>\n

Not another label. A single list of the traits and skills every salesperson gets assessed against, because the work doesn\u2019t split cleanly into two people, and the assessment shouldn\u2019t either.<\/p>\n

Some are behavioural traits, harder to shift, things you manage around rather than train away: drive, people-centric, resilience, resourcefulness, care, consistency, patience, coach-ability, curiosity, discipline. Some are learnable skills: prospecting, discovery, pitching, objection handling, negotiation, closing, account planning, content creation, CRM discipline, time management, product knowledge, technical knowledge, back-office knowledge, cross-sell and up sell execution, referral generation. Twenty-five items in total. Every salesperson gets scored against all of it, not half.<\/p>\n

Here\u2019s how it actually runs. Self, manager, and peers each score the person across all 25 items, role-blind, before anyone discusses what their role should be. That gives you an honest baseline instead of one shaped by an assumption about what type of salesperson they already are.<\/p>\n

Only then does the role come in. Everyone has a blend, some weighting toward new business, some toward account growth, and each of the 25 items matters more or less depending on that blend. Apply the weighting to the baseline and you get something specific: not \u201cyou\u2019re a 6 out of 10,\u201d but \u201chere\u2019s what actually matters for your role, and here\u2019s exactly where you\u2019re short against it.\u201d<\/p>\n

Run it across a team and you can plot people on two axes, new-business capability and account-growth capability, both built from the same 25 items, just weighted differently. Someone strong on new-business and weak on account-growth opens doors and then leaves the account to run itself. Someone strong on account-growth and weak on new-business grows what\u2019s there but never adds pipeline. Someone weak on both isn\u2019t a type, they\u2019re underdeveloped, and that\u2019s exactly where the coaching plan should start. Someone strong on both is a full-cycle owner covering lead to renewal without a handoff, and that\u2019s the target for everyone, not a personality some people are born with.<\/p>\n

That\u2019s the whole shift. A label tells you what someone is. A capability map tells you what to develop next, and gives you a ranked, specific place to start instead of a vague sense that someone should \u201cdo more prospecting\u201d or \u201clook after clients better.\u201d<\/p>\n

\n

Two axes, both built from the same 25 items, weighted differently. Where someone lands tells you what to develop next, not what they are.<\/p>\n

\n New-business capability<\/span><\/p>\n
\n

\n Strong new business, weak account growth<\/span>
\n Opens doors, then leaves<\/strong>
\n Opens doors and then leaves the account to run itself.<\/span>\n <\/p>\n

\n Strong on both<\/span>
\n Full-cycle owner<\/strong>
\n Covers lead to renewal without a handoff. The target for everyone, not a personality some people are born with.<\/span>\n <\/p>\n

\n Weak on both<\/span>
\n Underdeveloped<\/strong>
\n Not a type. This is where the coaching plan should start.<\/span>\n <\/p>\n

\n Strong account growth, weak new business<\/span>
\n Grows, never adds pipeline<\/strong>
\n Grows what is there but never adds pipeline.<\/span>\n <\/p>\n<\/p><\/div>\n

Account-growth capability<\/span>\n <\/div>\n<\/div>\n

Why this is possible now<\/h2>\n

None of this was practical to run properly before. Being able to map, and manage the full process, lead to renewal, and then assess your teams, e.g. Scoring 25 traits across a team, weighting by role, running a genuine 360 instead of one manager\u2019s gut feel, then turning that into a ranked coaching plan and actually executing it, that was a lot to think about, never mind managing by hand.<\/p>\n

It\u2019s not any more. We can assess what\u2019s meant to happen in the process, and get the right people in place with real precision, define what a role actually needs instead of assuming it from a job title, and point training and time at the real gap instead of a hunter-or-farmer guess. Coach someone against the job as it actually exists, not the job an outdated label assumed it was, and they get better faster.<\/p>\n

Lead to renewal is everyone\u2019s job<\/h2>\n

Lead to renewal was never just a sales cycle. It\u2019s marketing, back office, the C-suite, sales, account management, content, all touching it at different points, usually without anyone seeing the whole picture at once. That\u2019s exactly why it\u2019s never been managed properly. Nobody could see across all of it, so nobody was accountable for all of it.<\/p>\n

For the first time, it can be mapped end to end. And once you can see it, you can manage it. That\u2019s the real shift here. Not a new label. The ability to see the whole cycle and run it as one thing instead of a chain of separate handoffs.<\/p>\n

Do that well and the change shows up everywhere at once: clients who don\u2019t fall through the gap between departments, teams who can see how their piece connects to the outcome, pipeline and renewals visible on the same map instead of living in two different people\u2019s heads. Retention gets cheaper than acquisition, the way it\u2019s supposed to be, instead of a slogan nobody actually built the structure to deliver on.<\/p>\n

Keep your clients. Charge the right rate for the work. Everything else follows from that.<\/p>\n

Hunter and farmer had a good run. I think it\u2019s time for a new paradigm.<\/p>\n

If you run a sales team, or you\u2019re the CFO signing off on how it\u2019s structured<\/a>, I\u2019d ask this: could you tell me right now, for each person on your team, whether they\u2019re a hunter or a farmer, and would that answer actually help you coach them? If the honest answer is no, the label was never doing the job you thought it was. If you want to work out what your team actually looks like across the full cycle, start a conversation with 1000Steps<\/a>.<\/p>\n<\/p><\/div>\n\n","protected":false},"excerpt":{"rendered":"

Hunter and farmer had a good run. I think it\u2019s time for a new paradigm. A few years back I was brought in to work out why one salesperson was outperforming eleven others, all senior, all with 20-plus years in the field. She wasn\u2019t a hunter. She\u2019d come up through account management and crossed into […]<\/p>\n","protected":false},"author":1,"featured_media":364085,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[98],"tags":[12870,3344,1168,1329],"dealstore":[],"offerexpiration":[],"class_list":["post-364084","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-marketing","tag-farmer","tag-hunter","tag-model","tag-sales"],"yoast_head":"\nBeyond Hunter and Farmer: A New Sales Model - Som2ny Network<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/fivemor.com\/?p=364084\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Beyond Hunter and Farmer: A New Sales Model - Som2ny Network\" \/>\n<meta property=\"og:description\" content=\"Hunter and farmer had a good run. 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