Every dealer knows that acquiring net new business is essential for survival in today’s competitive landscape. The challenge? Many aren’t sure how to make it happen. Often, the hesitation stems from tough decisions — realigning territories, adjusting compensation models or linking new customer acquisition to performance incentives.
But net new business is the greatest growth opportunity for dealers right now. It fuels long-term sustainability, bringing fresh revenue streams and reducing dependency on any single segment. By actively seeking new customers, dealers can tap into emerging markets, respond to changing demand and stay ahead of industry trends.
It also drives innovation and operational excellence. Engaging with new clients often requires dealers to refine their value proposition, improve service delivery and differentiate themselves from competitors. This process not only strengthens their market position but also enhances their offerings for existing customers.
Moreover, net new business is a key indicator of brand vitality. A dealer consistently attracting new customers signals relevance, trust and competitive strength in the marketplace. It’s a sign that the brand is resonating and that its marketing and sales strategies are effective.
Customer retention builds the foundation
That said, you can’t lose sight of retaining the customers you have, and knowing who they are. While relying solely on existing customers can lead to stagnation or even decline in revenue and profitability, nurturing them remains essential.
When I ran sales for a large direct business, I always wanted to know who made up the top 80% of my business. And I made sure everyone in the company knew who those accounts were as well, from dispatch to admin to service to sales. We treated those customers very well because they were such a large portion of our business. This meant ensuring that lease expiration reports were managed properly, performing CRM inspections on those accounts and selling deeper and wider, so it was harder for them to leave you should they become upset about something. The ability to get sticky with customers is an extremely important aspect when looking to retain them.
Whenever someone did lose a big account, the first thing I would ask was “when was the last time you did a quarterly business review (QBR)?” Responses I received frequently included a blank look or the knowledge that a QBR had not been conducted for more than a year. The thing is, a customer will tell you when and if there are problems, so if you stay on top of your QBRs, you won’t have any surprises. If no one is staying in touch or following up — or perhaps the person who handled the account left the company — you have no way of knowing, and that account is then at risk of being lost. Maintaining those QBRs is important.
Defining success: the core pillars of net new growth
To maintain revenue and simply stay even, businesses need to generate roughly 26% net new business. While the exact benchmark can vary from dealer to dealer, most agree that the number must be north of 25%.
When I begin conversations with dealers about the importance of acquiring new business, one of the first questions I ask is, “How do you define net new?” This often sparks a broader discussion about what truly drives success in this area. In my experience, the most critical components of a strong net new business strategy include:
- Defining net new
- Territory alignment
- CRM and tracking
- Compensation
Standardizing the definition of net new
When asking dealers their definition of net new, you get every description under the sun, from replacing a competitor’s MFP, setting up a new service contract in their billing system or simply when a customer adds a new placement. This is because if you pay salespeople differently for net new business — which most dealers do — those salespeople are going to do everything they can to make something count as net new, because that is how they make money. So I advise dealers, define net new as a customer who has not done business with you for at least two years. To me that is net new. Once you have that new definition, cascade it out among all your employees, so everyone is aligned and understands exactly how the company defines it.
Balancing the scales: how territory alignment drives dealer success
Territory alignment is another critical factor for dealers. In this industry, turnover is common, and when a sales rep leaves, their accounts often get absorbed by other reps. Over time, this creates an imbalance, with one territory losing accounts while another rep ends up with more than they can manage. The result? Missed opportunities and neglected customers. Many organizations operate under the 80/20 rule, where 20% of reps handle 80% of the business. But this approach can backfire. The people who sell the least amount of net new are the ones selling the most revenue, and that is because they have most of the accounts. But senior reps often hold too many accounts, making it impossible to keep up with QBRs or provide proper follow up. Naturally, they prioritize the most profitable accounts, leaving others vulnerable. My advice: pull back, re-evaluate and redistribute your machines in field (MIF) to ensure every territory is positioned for success.
CRM account identification — manage and measure
The next step is to ensure all of this account information is captured in the CRM and kept up to date. Assign accounts correctly, track activity and monitor which customers are truly net new — along with each rep’s net new percentage. Be sure to celebrate those hitting their targets to reinforce the importance of growth. If a rep leaves and a senior rep temporarily steps in to manage the account, say for example to call on an expired lease, make it clear that the account remains within its original territory. This prevents the common pitfall of consolidating too many customers under just a few reps, which can undermine balance and long-term success.
Compensation — incentivizing growth
Lastly — and perhaps most importantly for those doing the selling — compensation changes must be addressed. While many dealers pay a higher gross profit percentage for net new business, winning new customers often requires highly competitive pricing, which can erode margins. One solution is to reduce the cost on net new deals and structure payouts based on both revenue and gross profit. This approach gives sales reps a clear opportunity to earn, rather than viewing net new efforts as unprofitable. Tie bonuses to each rep’s net new percentage to reinforce the importance of growth. Finally, explain to your sales reps that earning the same amount of money they have earned in years past will require them to sell net new. Those that put 100% of their focus on upgrading existing MIF will face a pay cut.
Driving net new through collaboration and culture
One of the biggest challenges dealers face with new customer acquisition is the lack of a clearly defined and promoted strategy across the organization. Without this, it’s difficult to build a culture that truly drives net new growth. Dealers may want it, but they often fail to take the right steps to define, track and hold teams accountable. Success starts with the initiatives mentioned earlier — combined with creating a culture that engages every employee. For example, service technicians can be a powerful resource for generating leads. They’re in front of customers every day and can easily secure referrals. Ultimately, success is about getting everyone on board. Driving net new business isn’t just a sales initiative — it’s a cultural shift. By defining clear strategies, engaging every team member and leveraging OEM resources, dealers can position themselves for sustainable growth in an increasingly competitive market. Dealers who align strategy, culture and partnerships will not only thrive but set the standard for success in the industry. The future belongs to those who choose to lead it.
Steve Ruesink
Steve Ruesink began his career in the office technology industry in 1988, working for an independent dealer. After the business was acquired in 2004, he transitioned into a leadership role, overseeing sales and operations in Northern California and the Pacific Northwest. In 2010, Steve joined Konica Minolta as Marketplace Vice President, managing territories across Northern California, Oregon, Washington, Idaho, Nevada and Alaska. His leadership and expertise led to his promotion in 2019 to Regional Vice President, Dealer Sales (West), where he continues to support Konica Minolta dealers throughout the western United States.