How operators can build a stronger sales culture without adding headcount

Operators cannot afford to coast. That was a key takeaway from a recent episode of Automatic Merchandiser’s Vending & OCS Nation podcast.

Tammy Stokes, now president of Insight Edge Performance and a former sales leader at Five Star Breaktime Solutions, has worked across foodservice, vending, micro markets and manufacturing. She has seen what happens when companies grow and when they stop paying attention to the fundamentals.

What operators should focus on in 2026? Stokes suggests sales discipline, customer engagement and staying relevant in the break room. 

Build better salespeople by coaching the individual

Stokes spent years leading sales teams as they scaled, and she knows the challenge. To build a strong sales team, she suggests that operators stop looking for a single formula.

“You have to invest individually into each seller. There’s not one perfect approach,” Stokes said. The job of a sales manager, she explained, is to figure out what each person needs, help them develop their own style and still give them a clear path to succeed. 

Operators who want better sales results need managers who can coach, not just enforce process.

Connection wins business before the pitch ever starts

Ask Stokes what separates the successful salespeople from all the rest, and she does not start with closing techniques. She starts with connection. “You have to have the desire every single day to go and connect,” she said.

Stokes encouraged her reps to be active in their territories, involved in organizations and visible in the markets they serve. Why? Because familiarity matters, she said.

When a salesperson walks into a prospect’s office, she explained, it helps if that prospect has already seen them at an event, in a local group or through a shared connection. That recognition can open doors before the conversation even begins.

The break room is a moving target

Operators are fielding more questions from clients about what a “modern” break room should look like. And yet, there is a gap, Stokes said. Some locations are still operating at a basic level while others are introducing cold brew, refreshers and expanded snack and beverage options.

That gap creates risk. She described a situation where a customer was at risk simply because a competitor walked in and showed the client something new. The long-time operator had not brought any fresh ideas to the table.

That is a reminder operators cannot ignore. Retention is tied to engagement. If you are not showing customers what is possible, someone else will.

“That new generation is going to change what the break room looks like,” Stokes said. Operators must avoid getting complacent or risk losing out.

Technology can extend your reach — if you use it right

Technology can help level the playing field, especially for operators with limited resources, Stokes said. “If you don’t have the manpower, you have to start touching customers through technology,” Stokes advised. “You just have to make sure it matches who you are as a company.”

Automated communications, ordering system prompts and digital messaging can help keep customers informed and engaged. They can introduce new products, highlight promotions and prompt conversations without requiring constant manual effort. 

But she also urged caution. Do not rush into automation without thinking about how it reflects your brand. The goal is to enhance the customer relationship, not make it feel impersonal.

In conclusion, Stokes’ message was not complicated, but it is easy to overlook.

Invest in your salespeople. Stay visible in your community. Keep bringing new ideas to your customers. Use technology to stay connected. And focus your efforts where you can execute.

Operators who do those things will not just defend their business. They will grow it.