Sales Rep Performance Analysis
why do top sales reps perform better than bottom-performing reps
Reasoned for 3 minutes
Version 1
Here is a report that breaks down why "Top vs Bottom Performing Sales Reps".
The clearest differentiator between top and bottom performing reps was targeting daily cyclists instead of less frequent cyclists. 51% of customers that have purchased from top performers are daily cyclists and daily cyclists spend 2.3x more than less frequent cyclists.
If you see something interesting, let me know. I can drill down or explore whatever might be meaningful.
Report
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Sales Rep Analysis - Top vs Bottom Performers
Aug 11, 2025
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Created by Buster
Top quartile reps generate $17.3M annually vs bottom quartile at $5.9M - a $11.4M performance difference. Targeting daily cyclists instead of less frequent cyclists appears to be the clearest differentiator between top-performing and bottom-performing reps. Some key findings are:
Daily Cycling" customers represent a $114,391 average annual value vs $46,564-$59,198 for other segments (like hobbyists)
Top performers capture 51% of this daily cyclist segment vs 27.5% for bottom performers
Top performers achieve 75%+ revenue from existing customers
Top Performers Close 3.5x More Revenue
2024 performance data shows a dramatic gap between our top and bottom sales representatives. Linda Mitchell leads with $4.23M in revenue, while Lynn Tsoflias generated only $1.19M—a 3.5X difference.
Total Sales by Sales Rep
Last 12 months
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What were total sales for each sales reps from the last 12 months?
Top Performers Have a Higher Customer Count
Top quartile reps serve an average of 52.5 customers annually while bottom quartile representatives serve an average of 22.8 customers annually. Top performers have a 130% larger customer base compared to bottom performers, with a 950% difference between Jillian Carson (highest, 57 customers) and Pamela Ansman-Wolfe (lowest, 6 customers).
Customer Count by Sales Rep
Last 12 months
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How many unique customers did each sales rep close?
Top Performers Focus on Existing Customers
Top quartile reps derive 74.5-78.4% of revenue from existing customers, while bottom quartile reps show significant variance (0-74% existing customer focus). A focus on existing customers does correlate with sustained high performance. This suggests that relationship building and account expansion are more profitable than constant prospecting.
New vs Existing Customer Orders by Sales Rep
Last 12 months
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Top Performers Focus on "Daily Cyclists"
Customers recorded as "Daily" cyclists represent the premium market segment, have a higher AOV, and make more frequent purchases. 51% of customers that have purchased from top performers are daily cyclists, vs only 27.5% from bottom performers. This is a 328% differential in segment capture.
% of Total Sales by Product Category
Last 12 months
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What is the % breakdown of sales by product category for each sales representative?
"Daily Cyclists" Spend 2.3x More
There is a $50,477 premium when selling to daily cyclists. Daily cyclists spend over 2.3x more than the rolling average ($88,758 vs $38,281). The ratio difference between daily and occasional cyclists is even more pronounced (272x more). Top performers strategically focus on the daily cyclist segment because of this.
Average Annual Spend by Cycling Frequency
Last 12 months
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Conclusion
Top-performing sales reps outperform their bottom-performing counterparts by strategically targeting high-value "Daily Cyclist" customers, who spend 2.3x more than the average, and by focusing on existing customer relationships, which drive 74.5-78.4% of their revenue. This dual focus on premium segments and account expansion results in a 2.9x revenue gap and a 130% larger customer base compared to bottom performers, who capture only 27.5% of daily cyclists and show inconsistent prioritization of existing customers.