The Complete Grassroots Sales System | Joshua Schultz Ops Command Center

The relationship sales system assumes you’re leveraging existing relationships. But what if you’re entering a territory where you don’t know anyone? What if you’re competing against reps who have decade-long relationships with decision makers?

I’ve seen this scenario dozens of times. A talented rep gets assigned to a new market. They have the skills. They have the product knowledge. They have the work ethic. But they’re starting from zero in a territory where competitors are already embedded.

The competitor literally led teams at the organizations you’re trying to sell to. They went to school with the decision makers. They’re fixtures at every industry event. They have 15 years of relationships you’re trying to build from scratch.

This guide is for that situation.

The tactics here are different from relationship-based selling. You’re not leveraging existing connections—you’re creating them. You’re not mining a network—you’re building one.

It takes longer. It’s harder. But it’s absolutely possible, and once you build it, it’s yours. Nobody can take your network from you.

The Core Problem

Let me describe the situation clearly:

What you’re facing: Your competitor knows everyone. They get invited to planning meetings before projects are announced. They hear about opportunities 6 months before RFPs. They have warm introductions to everyone who matters.

What you have: A list of target accounts. Cold contact information. A good product. Zero relationships.

The conventional approach: Cold calls. Cold emails. LinkedIn messages. Trade show badge scanning. Spray and pray.

The conventional result: 2-3% response rate. Months of activity with minimal results. Frustration. Burnout.

The grassroots approach: Find different ways through the window.

Instead of competing head-to-head on established relationships, build familiarity through community involvement. Decision makers don’t only exist inside their offices—they participate in local organizations, attend community events, serve on boards, go to industry gatherings.

In those contexts, they’re accessible, approachable, and looking to network. The same VP who ignores your cold emails will happily chat with you at a chamber of commerce event.

The grassroots result: Warm familiarity before you ever ask for business. Relationships that develop naturally. A network you build deliberately. And eventually, the same unfair advantages your competitors have today.

Part I: The Community Integration Strategy

Why This Works

Traditional prospecting puts you in direct competition with established relationships. You’re calling the same people your competitor has known for 10 years. You’re trying to displace trust that took a decade to build.

That’s a losing strategy.

Community integration lets you build your own relationships in spaces where your competitors aren’t looking—or aren’t working as deliberately.

The Insight: The same executives who ignore your cold emails serve on boards, attend industry events, and participate in local business organizations. In those contexts, they’re not being sold to. They’re networking, learning, contributing to their community.

You can meet them as a peer, not as a salesperson. You can build familiarity over multiple interactions, not a single cold call. You can establish yourself in their world before you ever pitch anything.

The Goal: Become a familiar face in their world before you ever ask for a business meeting.

When you eventually reach out professionally, you’re not a stranger. “Oh yeah, I’ve seen you at the Manufacturing Association meetings. Sure, let’s grab coffee.”

That’s a completely different conversation than cold outreach.

The Community Mapping Process

Before you join anything, research systematically. Don’t guess—investigate.

Step 1: Identify Target Decision Makers

From your target account list, identify the specific people you need to know:

Operations leaders (VPs, Directors, Plant Managers)
Technical decision makers (IT Directors, Engineering Managers)
Financial stakeholders (CFOs, Controllers)
Procurement influencers (Purchasing Directors, Supply Chain VPs)

Create a list of 20-30 names across your target accounts.

Step 2: Research Their Community Involvement

For each person, research:

LinkedIn: What organizations are they members of? What boards do they serve on?
Company website: Are they featured in community involvement sections?
Local business journals: Are they quoted? Do they speak at events?
Industry publications: Do they contribute? Are they award recipients?
Google search: “[Name] [organization name] board”

You’re looking for patterns. Where do multiple target decision makers show up?

Step 3: Map the Community Ecosystem

Create a map of relevant organizations:

Organization	Type	Target DMs Present	Meeting Frequency	Cost to Join
Regional Manufacturing Association	Industry	8	Monthly	$500/year
Chamber of Commerce	Business	5	Weekly events	$400/year
Technology Council	Technical	6	Monthly	$300/year
Economic Development Board	Business	4	Quarterly	Invitation only
Rotary Club	Community	3	Weekly	$600/year

Step 4: Prioritize Based on Concentration

Join organizations where multiple target decision makers are present. If 8 of your targets are members of the Regional Manufacturing Association, that’s your first priority.

Industry Example - Manufacturing:

A rep targeting manufacturers in the Midwest mapped 25 target decision makers across 12 companies. Research showed:

11 were members of the Regional Manufacturers Association
7 attended the annual Lean Manufacturing Summit
5 served on the Technology Council board
4 were Rotary members

He joined all four organizations but prioritized the Manufacturers Association (highest concentration) and Technology Council (decision-maker board members).

Within 6 months, he had met 18 of his 25 targets in non-sales contexts.

Industry Example - Home Services:

A rep selling fleet management to home services companies in Texas researched the landscape:

HVAC contractors association: 6 target company owners were members
Local franchise association: 4 multi-unit franchise owners attended
Business owner peer groups (like Vistage): 3 targets were members
Chamber of commerce: 5 targets were involved

She joined the HVAC association (most concentrated target audience) and the franchise association (different segment, high potential). Within 4 months, she had coffee meetings scheduled with 7 target decision makers—all from “chance” encounters at association events.

Organizations to Join and Monitor

Here’s a comprehensive list of organization types to consider:

Industry Associations

These are your highest-value targets because they concentrate decision makers in your specific industry.

Manufacturing associations (regional and national)
Distribution/logistics associations
Home services trade groups (HVAC, plumbing, electrical)
Construction industry groups
Franchise associations
Vertical-specific groups (food manufacturing, medical devices, etc.)

What to do:

Attend every meeting
Volunteer for committees
Offer to present on non-sales topics
Sponsor events (if budget allows)
Build relationships with association staff (they know everyone)

Chambers of Commerce

Local chambers bring together business leaders across industries. The concentration of your specific targets may be lower, but the networking quality is high.

Main chamber in your metro area
Suburban/regional chambers
Industry-specific chambers (Hispanic Chamber, Tech Chamber, etc.)

What to do:

Attend monthly networking events
Join committees (membership committee gives you reason to meet everyone)
Participate in ribbon cuttings and community events
Sponsor events where your targets will be present

Technology and Innovation Councils

If you sell anything technology-related, these groups bring together technical decision makers.

Regional technology councils
CIO/IT leadership groups
Innovation forums
Tech startup ecosystems (even if you’re selling to enterprises)

What to do:

Attend technology briefings
Participate in discussions (show your expertise)
Connect technology leaders with each other
Share industry trends and insights

Economic Development Organizations

These groups focus on business growth and often include business leaders on boards and committees.

Regional economic development corporations
Workforce development boards
Public-private partnerships
Business expansion committees

What to do:

Monitor their calendars for relevant events
Attend announcements and celebrations
Build relationships with economic development staff
Position yourself as a resource for growth

Peer Groups and Roundtables

CEO peer groups (Vistage, YPO, EO, TAB) and industry roundtables create intimate settings with senior decision makers.

What to do:

These are often invitation-only—build relationships with members who can invite you as a guest speaker
Offer to present on non-sales topics relevant to their challenges
Once connected, respect the confidentiality and trust of these groups

Service Clubs and Community Organizations

Rotary, Kiwanis, Lions, and similar organizations attract community-minded business leaders.

What to do:

Join as a genuine participant, not just for business development
Contribute to service projects
Build relationships over months of shared activities
Never hard-sell in these contexts

Conference and Event Circuits

Beyond organizations, identify the conference circuit where your targets gather:

Annual industry conferences
Regional business summits
Technology showcases
Trade shows (as attendee, not just exhibitor)

What to do:

Create hot sheets (more on this below) for every event
Attend consistently year after year
Speak at events when possible
Sponsor strategically

The Board Strategy

The Insight: Board members have to show up. If the Technology Council board meets the first Tuesday of every month, and your target’s CIO is on the board, you know exactly where they’ll be.

This isn’t stalking—it’s strategic presence. You’re attending the same events, contributing to the same organizations, building familiarity through repeated exposure.

Research Phase:

For each organization you’ve identified, research the board:

Who serves on the board?
When do they meet?
Are board meetings open to members?
What committees exist, and who chairs them?

Often, you’ll find that:

The CIO of Target Company A sits on the Technology Council board
The VP of Operations of Target Company B chairs the Manufacturing Association’s workforce committee
The Owner of Target Company C is a chamber board member

Calendar Alignment:

Once you identify relevant organizations and their meeting schedules:

Block your calendar to match their events
Attend consistently—become a familiar face
Arrive early and stay late (that’s when networking happens)
Volunteer for roles that create interaction

Example:

“Every Friday morning from 7:30-8:30, there’s a once-a-month Technology Council board meeting. The CIO of my top target company has to be there. The VP of IT from my second target has to be there. I started attending every event the Technology Council hosted. Within 4 months, both of them recognized me. Within 6 months, I had coffee meetings with both.”

The meetings didn’t happen because of a cold email. They happened because I was a familiar face from a trusted context.

Building Casual Local Presence

Beyond formal organizations, think about where decision makers spend their time informally.

Community Events:

July 4th parades and festivals
Charity events and fundraisers
Local sports events (high school football games in small markets)
Arts and cultural events
Golf tournaments (especially charity tournaments)

Casual Spaces:

Coffee shops near business districts
Popular lunch restaurants
Gyms and fitness centers (especially early morning)
Golf courses

The Goal: Be present in their world, not just their inbox.

This isn’t about following people around. It’s about being visible in the community, contributing genuinely, and creating opportunities for organic connection.

Industry Example - Distribution:

A rep targeting distribution centers in a mid-sized metro area noticed that several logistics executives participated in a local running club that trained together Saturday mornings. He wasn’t a runner, but he started. Within 3 months, he was having casual conversations with two target decision makers during weekend runs.

Those casual conversations led to coffee meetings. Those coffee meetings led to business discussions. One of those relationships became a $400K account.

He didn’t pitch during runs. He just became part of their world.

Part II: The Hot Sheet Method

Attending events without preparation is like fishing without bait. You might catch something, but probably not.

The Hot Sheet Method transforms event attendance from random networking into strategic relationship building.

The Core Concept

Before any event, create a document with specific people you intend to find and specific conversations you intend to have.

Don’t just “attend and see who you meet.” Go with targets and a plan.

The Principle: Random networking produces random results. Intentional networking produces intentional results.

Step 1: Create Your Hot Sheet

Before any event (conference, vendor event, industry gathering, chamber meeting), create a document:

Name	Title/Role	Company	Background Intel	Photo	Conversation Starter
Mike Chen	VP Operations	Acme Manufacturing	15 years in industry, Michigan State grad, just got promoted	[photo]	Congratulate on promotion, ask about new responsibilities
Sarah Williams	Director of Logistics	Regional Distribution Co	Previous company was our customer, presenting at this event	[photo]	Reference her presentation topic, connect to our previous work
John Martinez	Owner	Martinez HVAC (8 locations)	Expanding rapidly, mentioned fleet challenges in recent interview	[photo]	Ask about expansion plans, offer relevant case study

Step 2: Research Each Target

For each person on your hot sheet, gather:

Professional Intel:

Current role and responsibilities
Recent promotions or role changes
Projects or initiatives they’re leading
LinkedIn profile and recent posts
Presentations or articles they’ve published
News mentions or press releases

Personal Intel:

Where they went to school
If they’re local to the area or transplant
Hobbies and interests (from social media)
Family situation (if publicly shared)
Mutual connections (who do you both know?)

Strategic Intel:

What problems might they be facing?
What trends affect their business?
What are competitors in their space doing?
What could you help them with?

Where to Find This Information:

LinkedIn profile and activity
Company website bio
Industry publication mentions
Local business journal archives
Conference speaker profiles
Google search: “[Name]” + [company] + [industry keywords]
Mutual connections who can brief you

Step 3: Know What They Look Like

This sounds basic, but at a crowded event with 200 people, you need to be able to spot your targets across a room.

Review LinkedIn photos
Check company website bios
Look for speaker headshots
Google Image search

Be able to recognize them without having to ask “Are you Mike Chen?”

Step 4: Prepare Substantive Conversation

The Goal: No surface-level introductions. When you find your target, get right into meaningful conversation.

Wrong Approach: “Hi, I’m [name] from [company]. What do you do?”

This is forgettable. You sound like everyone else at the event. You’ll have a 2-minute conversation and never reconnect.

Right Approach: “Hi Mike—I’m [name]. Congratulations on the VP role. I imagine taking over operations across all four plants is a significant transition. How are the first few months going?”

Now you’ve shown:

You know who they are
You’ve done your research
You’re interested in their world
You have something relevant to discuss

The conversation goes deeper immediately.

Conversation Starter Templates by Context:

If they’re leading a project: “I know your team is working on [initiative]. We just helped [similar company] with something similar and saw [specific outcome]. Would love to share what we learned.”

If they recently moved into a role: “Congratulations on the [new role]. The first 90 days are critical for [specific challenge]. If you ever want a sounding board, I’ve seen a few organizations navigate this transition well.”

If they posted about something online: “I saw your post about [topic]. Really resonated with me. We’ve been thinking about this too—what’s your take on [specific aspect]?”

If they’re speaking at the event: “I’m looking forward to your session on [topic]. We’ve been wrestling with [related challenge] and I’m hoping to get some insights.”

If you have mutual connections: “[Mutual connection] speaks highly of you. They mentioned you’re doing interesting things with [initiative]. I’d love to hear more about it.”

If they’re in a similar industry situation: “I work with a lot of [similar companies] dealing with [challenge]. I’m curious how you’re approaching it at [their company].”

Step 5: Execute at the Event

Pre-Event:

Review your hot sheet one more time
Prioritize 3-5 must-find targets
Plan your arrival (early = easier to spot people as they arrive)
Dress appropriately (match the event context)

During the Event:

Scope out the venue:

Where is registration? (Good for spotting arrivals)
Where is the bar/refreshments? (People congregate here)
Where will sessions let out? (Catch speakers after they present)
Where are breakout conversations happening?

Find your targets:

Don’t rush. Get a drink, observe the room, locate people
If you spot a target in conversation, wait for a natural break
Position yourself where you can intercept (near session exits, at refreshment table)

Approach with confidence:

Walk up, make eye contact, extend hand
Use their name: “Mike, I’m [name].”
Launch into your prepared conversation starter
Listen more than you talk

Get follow-up commitment before you leave:

“This has been great. I’d love to continue the conversation. Can we grab coffee next week?”
Pull out your phone and schedule it right there
If they’re hesitant: “Or I can send you some information about [topic we discussed] and follow up from there?”

Post-Event (within 24 hours):

Send personalized follow-up to everyone you met
Reference specific conversation points
Propose clear next step
Connect on LinkedIn with personalized note (not the default message)

Example Success Story

“There was a manufacturing technology event in June. My hot list was Mike Chen from Acme Manufacturing, Sarah Williams from Regional Distribution, and the operations leads from two other target companies.

I arrived 20 minutes early. I positioned myself near the coffee station—everyone gets coffee first. I spotted Mike getting coffee, waited until he was alone, walked up and introduced myself. We talked for 15 minutes about his new role and the challenges he was facing.

I found Sarah after her presentation. I had specific questions about her topic that showed I’d paid attention. She was impressed and suggested we continue the conversation.

By the end of the event, I had coffee meetings scheduled with both of them plus one other target I hadn’t even put on my hot sheet—a bonus introduction from one of the conversations.

Three months later, two of those relationships had become active opportunities. One closed at $380K.”

Key Insight: This isn’t networking—it’s strategic relationship building with predetermined targets and prepared conversations.

Part III: Strategic Partnership Development

The Problem

You need to expand into accounts where you have zero relationships and limited resources. You can’t be everywhere. You can’t meet everyone.

The Solution

Partner strategically with organizations that already have access but need your capabilities.

The Principle: Someone already has the relationships you need. If you can add value to them, they’ll make introductions that would take you years to develop on your own.

Identifying Partnership Candidates

Look for organizations with these characteristics:

They have access to your targets:

They have contracts at target accounts
They have relationships with decision makers you need to reach
They attend the same events as your targets

They need what you provide:

Your offering is complementary to theirs
They can’t fulfill certain customer needs themselves
Partnering with you makes them more competitive

They’re motivated to help:

They benefit from introducing you (referral fees, reciprocal introductions, joint opportunities)
They have a relationship-building culture
They’re looking for partners, not just vendors

Types of Partnership Candidates:

Complementary Solution Providers:

Companies selling different products to the same buyers
Non-competing vendors in adjacent categories
Service providers (consultants, integrators, maintenance companies)

Professional Services Firms:

Management consultants
Accounting firms
Engineering firms
Industry specialists

Industry Insiders:

Retired executives from target companies
Industry association staff
Trade publication writers/editors
Conference organizers

Human Capital and Staffing Firms:

They often have contracts at target accounts
They need partners for technology or equipment needs
They’re embedded in local business communities

Industry Example - Manufacturing:

A rep selling manufacturing equipment identified a local engineering consulting firm that designed production lines but didn’t sell equipment. They had relationships at 15 manufacturers—8 of which were on our target list.

The partnership: They design the solution, we supply the equipment, we share the relationship. They got more comprehensive solutions to offer clients. We got access to relationships that would have taken years to build.

Within 12 months, that partnership generated 6 opportunities and 3 closed deals worth $650K.

Industry Example - Home Services:

A rep selling fleet management software identified a franchise consulting firm that helped entrepreneurs buy home services franchises. The consultants had relationships with dozens of franchise owners—exactly our target buyers.

The partnership: When their clients needed fleet technology, they introduced us. When we found franchise owners struggling with growth, we introduced them to the consulting firm.

The partnership generated 14 introductions in the first year. 5 became customers.

Qualifying Partnership Candidates

Not all potential partners are worth pursuing. Qualify them:

Good Partners:

Already have contracts/relationships at target accounts
Can’t prime the type of deals you do (they need you as much as you need them)
Are embedded in local business organizations
Are willing to make introductions
Have complementary (not competing) offerings
Have good reputation with customers

Red Flags:

Want to control the relationship (partnership should be mutual)
Don’t actually have the access they claim
Are competitive in your space (even tangentially)
Have poor reputation with customers
Are unreliable or disorganized
Only want to take, not give

Qualification Questions:

Which of my target accounts do they have relationships with?
What have they done for those accounts?
How deep are the relationships (transactional vs. advisory)?
What’s in it for them to partner with me?
How do they treat their existing partners?
What’s their reputation in the market?

The Partnership Development Process

Step 1: Identify Common Ground

Join the same organizations they participate in. Attend the same events. Build familiarity before proposing partnership.

Don’t lead with “Let’s partner.” Lead with building a relationship.

Step 2: Create Value First

Before asking for introductions, create value for them:

Make an introduction that helps their business
Share market intelligence
Include them in an opportunity you’re working
Provide expertise that helps them serve their clients

The goal: Create reciprocity before you ask for anything.

Step 3: Propose Mutual Benefit

Once you have relationship and have created value:

“I’ve been thinking about how we might work together more formally. You have great relationships at [types of accounts]. I can provide [capabilities] that complement what you do. If you’re open to it, I’d love to explore how we might collaborate.”

Frame it as mutual benefit, not you asking for favors.

Step 4: Formalize the Arrangement

If they’re interested, define the partnership:

What types of opportunities will you refer to each other?
How will introductions be made?
What’s the communication rhythm?
How will you track results?
Are there any financial arrangements (referral fees)?

Keep it simple. Complex partnership agreements kill momentum.

Step 5: Nurture Continuously

Partnerships require ongoing investment:

Regular check-ins (monthly minimum)
Sharing market intelligence
Introducing them to your contacts
Including them in relevant opportunities
Celebrating joint wins

The best partnerships feel like extended teams, not transactions.

Partnership Example in Detail

Situation: A rep targeting manufacturing accounts in the Southeast had zero relationships in the territory. Competitors were deeply entrenched.

Partner Identified: A human capital firm that provided staffing to manufacturers. They had contracts at 20+ manufacturers in the region. They were well-known in the local Technology Council and Manufacturing Association. They couldn’t provide technology solutions—they had to partner everything out.

Initial Contact: The rep joined the Technology Council, where the human capital firm was a platinum sponsor. Over 3 months, he attended events, met the firm’s leadership team naturally, and built familiarity.

Value Creation: The rep introduced the human capital firm to a contact at a growing manufacturer who needed staffing help. The introduction resulted in a $200K contract for them.

Partnership Proposal: After the successful introduction, the rep proposed collaboration: “You have great relationships I don’t have access to. I have technology capabilities your clients need. Let’s work together.”

Formalization: Simple agreement—they’d make introductions, he’d include them in relevant opportunities, they’d share market intelligence.

Results: Over 18 months:

12 introductions from the partner
6 became active opportunities
3 closed deals worth $580K total
Rep became embedded in the community through the partner’s connections

The partner got: a reliable technology partner for their clients, reciprocal introductions to the rep’s network, a stronger overall offering.

Part IV: Contact Intelligence and Tools

Building Your Rolodex Systematically

When you don’t have established relationships, you need to build your contact database deliberately. Tools can accelerate this process dramatically.

Essential Tools

Contact Intelligence Platforms:

Apollo.io:

Fills in missing contact information
Email verification
Integrates with CRM and Outlook
Company and contact data
Cost: $39-99/month

ZoomInfo:

Comprehensive contact database
Org charts
Intent data (who’s actively researching)
Technographic data
Cost: Enterprise pricing

LinkedIn Sales Navigator:

Advanced search for decision makers
Warm introduction paths (who knows who)
News alerts on target accounts
InMail for direct outreach
Cost: $79-139/month

Clearbit:

Company intelligence
Real-time enrichment
Lead scoring data
Cost: Varies by usage

Which to Choose:

For individual reps building territory:

Start with LinkedIn Sales Navigator (broad utility, reasonable cost)
Add Apollo.io for contact enrichment (fills gaps LinkedIn misses)

For teams with budget:

ZoomInfo for comprehensive intelligence
LinkedIn Sales Navigator for relationship mapping

The Integration Workflow

Here’s how to use these tools effectively:

Step 1: Identify Targets

Through community involvement, events, and research, identify specific people you want to reach.

Step 2: Enrich with Tools

Use Apollo.io or similar to find:

Direct email address
Phone number
LinkedIn profile
Company information
Recent news

Step 3: Map Connections

Use LinkedIn Sales Navigator to find:

Mutual connections (who can make an introduction?)
Common backgrounds (same school, previous employer)
Shared group memberships
Recent activity (what are they posting about?)

Step 4: Add to CRM

Export contact data to your CRM with:

Full contact information
Source (where you found them)
Warm path (mutual connection or common ground)
Notes on research
Next action planned

Step 5: Track Relationship Progression

As you engage, track:

All touchpoints (events where you met, emails sent, calls made)
Relationship status (stranger → contact → connection → trusted)
Interests and personal information discovered
Business context (projects, initiatives, challenges)

Pairing Tools with Relationship Building

The Principle: Tools don’t replace relationship building—they accelerate it.

The danger is treating contact intelligence as a cold calling database. You find emails in Apollo, blast out mass messages, and wonder why nobody responds.

Instead, use tools to enhance your community integration strategy:

You meet someone at an industry event
You look them up in Apollo to get full contact details
You check LinkedIn Sales Navigator for mutual connections
You send personalized follow-up (not template)
You add to CRM with all context
You schedule relationship touchpoints
You track progression over time

Example Workflow:

At event: Met Sarah Chen, VP of Operations at Regional Manufacturing. Great conversation about her automation challenges.

Same day:

Look up in Apollo → get direct email, cell phone
Check LinkedIn → we have 3 mutual connections, she went to Ohio State (so did I)
Send email: “Great meeting you at the Manufacturing Summit. The automation challenges you mentioned are fascinating—I’ve seen some creative solutions at similar operations. Would love to continue the conversation over coffee.”

In CRM:

Add contact with all details
Note: Discussed automation challenges, interested in case studies
Note: Ohio State connection
Next action: Follow up Tuesday if no response

Over time:

Track all interactions
Note personal details learned
Update relationship status
Plan advancement activities

This is very different from “found email in database, added to drip campaign.”

Part V: Team Coordination (ISR Strategy)

When You Have a Team

If you have Inside Sales Reps (ISRs) or other team members in different locations, you can extend your reach dramatically through coordinated event coverage.

The Hybrid Approach

You can’t be everywhere. But with a team, you can cover more ground.

Role Division:

Field Rep (You):

Local and regional events where target accounts are concentrated
High-value relationship meetings
Strategic account development
Community integration in your primary territory

ISR (Remote/Different Location):

Centralized events (headquarters-area conferences, national events)
OEM/vendor events
Industry conferences outside your geography
Digital networking and follow-up

ISR Event Instructions

Before sending an ISR to any event, prepare them thoroughly:

Pre-Event Briefing:

Create Hot Sheet Together:

Identify specific targets at the event
Research and document each target
Prioritize by importance

Define Specific Outcomes:

Which OEM/vendor teams to build relationships with?
Which target accounts to find?
What intelligence to gather?
What follow-up meetings to schedule?

Provide Context:

Brief on pending deals and how event contacts might help
Explain strategic importance of specific relationships
Share any existing relationship history

Example ISR Event Instructions:

Event: OEM National Partner Conference (Washington DC)
Date: March 15-17

Targets (Priority Order):
1. Jenny Walsh, Channel Director at [OEM] - We have 3 pending deals that need her support
2. Mike Thompson, SE Manager at [OEM] - Need technical resources for Regional Manufacturing opportunity
3. Partners from [specific region] - Intelligence on what they're doing in overlapping territory

Expected Outcomes:
- Meeting scheduled with Jenny Walsh to discuss our pending deals
- Technical resource commitment from Mike Thompson for Regional Manufacturing
- Intelligence on 2-3 opportunities our competitors are working in the territory
- Relationship building with 5+ vendor reps we work with regularly

Post-Event:
- Same-day debrief call
- All contacts added to CRM within 24 hours
- Follow-up emails sent within 48 hours

Bridging Gaps

The Concept: ISRs at centralized events bridge the gap between vendor headquarters and your regional territory.

Vendor decisions are often made at headquarters level (pricing, resource allocation, deal support). But the relationships you need to influence those decisions exist at events your ISR can attend.

Example:

“My ISRs were based in Virginia, near the DC headquarters of most vendors. I’d tell them: When you go to those vendor events, you’re bridging the gap between DC decision-makers and the accounts I’m serving in the Midwest.

When they built relationships with the channel director, I got better support on my deals. When they connected with SEs at headquarters, I got technical resources faster. When they gathered intelligence on competitors, I knew what I was up against before proposals were due.”

The Three-Customer Model

When working opportunities with vendor involvement, you’re actually serving three customers:

1. The End Customer

Your target account
The one who will use and pay for the solution
Your primary relationship

2. The OEM/Vendor

The manufacturer or technology provider
The one who influences deal structure, pricing, support
Your ISR can help maintain this relationship

3. The System Integrator (if involved)

The implementation partner
The one who may influence technology selection
Important for complex solutions

Build relationships with all three simultaneously. ISRs can help cover vendor relationships while you focus on end customer relationships.

Communication Flow:

Field Rep (You) ←→ End Customer
       ↕
      ISR ←→ OEM/Vendor Headquarters
       ↕
Both ←→ System Integrator

Coordination Rhythm

Weekly Sync:

What events are coming up?
Who’s covering what?
What intelligence was gathered last week?
What support is needed on current deals?

Pre-Event Briefing:

Hot sheet review
Target prioritization
Expected outcomes
Communication plan during event

Post-Event Debrief:

Same-day or next-day call
What was learned?
What contacts were made?
What follow-up is needed?
How does this affect current opportunities?

Part VI: CRM and Sales Operations

The Uniformity Problem

When teams don’t operate uniformly, things break:

Double-created opportunities
Things fall through cracks
People step on each other’s toes
Important handoffs get missed
Intelligence is lost

For grassroots territory development, where you’re building relationships from scratch across multiple channels, systematic tracking is even more critical.

Push vs. Pull Communication

Critical Principle: Always push important communication. Never wait for it to be pulled.

The Problem with Dashboards:

“Dashboards never really work because you have to go check them. It’s better to have a report sent or a Slack sent or a ping sent or an email sent—something that tells them to go do something.”

Dashboards require people to remember to look. People are busy. They forget. Information sits unused.

Push Communication Examples:

Opportunity Creation → Automatic Notification:

CRM creates opportunity
Slack/email automatically sent: “New opportunity: $200K equipment at Regional Manufacturing”
Tagged people can immediately access all details

Task Assignment → Automatic Creation:

Opportunity moves to “Technical Evaluation” stage
Task automatically created: “Schedule technical briefing”
Due date automatically set
Owner automatically assigned

Status Changes → Automatic Alerts:

Opportunity moves to “Procurement”
Notification to fulfillment team: “Order expected soon”
Notification to you: “Follow up on procurement status”

Intelligence Gathered → Automatic Distribution:

ISR adds note about competitor activity at an account
Notification to field rep: “Competitor intelligence at [Account]”
Note visible immediately in account record

CRM Configuration for Grassroots Development

Custom Fields to Add:

Account Level:

Community involvement (what organizations are they in?)
Event history (where have we seen them?)
Partner relationships (who has access?)
Competitive presence (who’s entrenched?)
Relationship map (who knows who?)

Contact Level:

How we met (event, introduction, cold outreach)
Warm path (mutual connections, common ground)
Community involvement (boards, associations)
Relationship stage (stranger → partner)
Personal information (family, hobbies, interests)

Opportunity Level:

Source (community, partner, event, outbound)
Relationship strength (how deep is the connection?)
Competitive situation (who else is involved?)
Partner involvement (who helped get us in?)

Team Inbox and SLA Management

For teams, create a shared inbox structure:

Shared Inbox Features:

Items flagged by owner
SLAs attached to response times
Anyone can see and maintain queue
Nothing sits unanswered

Example SLAs:

Whale account inquiry: 30 minutes
Active opportunity question: 2 hours
Partner request: Same day
General inquiry: 24 hours

Escalation Process:

If SLA is approaching, escalation notification
If SLA is missed, manager notification
Track SLA performance over time

The Service Ticket Model

For complex issues needing multiple resources:

Ticket Structure:

Created within the opportunity record
Tagged to relevant team members
Single conversation thread (not scattered emails)
Shared drive tab with all documentation
Clear ownership and SLA

Example:

Issue: Technical question from Regional Manufacturing about integration capabilities

Ticket:

Owner: Field Rep
Tagged: Technical SE, ISR, Product Manager
Documentation: Technical requirements doc, customer environment specs
SLA: Response within 24 hours
Status: In progress

Resolution:

Technical SE responds with answer
ISR coordinates with vendor
Field Rep delivers to customer
All tracked in single ticket

The Goal: “Be a well-oiled machine—just being able to access everything in one place, with clear ownership and nothing falling through cracks.”

Part VII: The 12-Month Grassroots Implementation

Building territory from scratch takes longer than leveraging existing relationships. Here’s a realistic 12-month timeline.

Month 1-2: Research and Foundation

Activities:

Map target accounts and decision makers (20-30 names)
Research community involvement of all targets
Identify relevant organizations (5-10)
Join 2-3 highest-priority organizations
Set up CRM with grassroots-specific fields
Configure contact intelligence tools
Identify potential partners (3-5 candidates)

Events:

Attend first organization meetings (observation mode)
Attend at least one industry event
Start building familiarity

Metrics:

Target accounts mapped: 20+
Decision makers identified: 50+
Organizations joined: 2-3
Events attended: 3-5
Hot sheets created: 2-3

Expected Results:

Foundation in place
Initial presence established
No significant business results yet

Month 3-4: Visibility Building

Activities:

Consistent event attendance (2-4 per month)
Hot sheet method at every event
First partnership conversations initiated
Volunteer for committee or project
Start creating value for potential partners

Events:

Attend all organization meetings
Attend at least 2 industry events
Host or sponsor one small event

Metrics:

Events attended: 6-10
Hot sheet targets met: 15-20
Follow-up meetings scheduled: 5-10
Partnership conversations: 2-3
LinkedIn connections added: 50+

Expected Results:

Recognition from regular attendees
Initial conversations with targets
Partnership discussions underway
Still minimal business results

Month 5-6: Relationship Conversion

Activities:

Convert event contacts to business meetings
Formalize first partnership(s)
Get first introductions from partners
Deepen relationships with key targets
Start identifying specific opportunities

Events:

Continuing regular attendance
Speaking or presenting if possible
Hosting events or roundtables

Metrics:

Business meetings from grassroots contacts: 8-12
Partnerships formalized: 1-2
Introductions from partners: 3-5
Opportunities identified: 5-10
Pipeline value: $500K+

Expected Results:

First opportunities in pipeline
Partner generating introductions
Reputation building in community
Beginning of business momentum

Month 7-9: Pipeline Building

Activities:

Active pursuit of identified opportunities
Expanding through account penetration
Leveraging partner network fully
Building referral flow
Gaining leadership roles in organizations

Events:

Speaking at events
Hosting customer events
Strategic sponsorship

Metrics:

Active opportunities: 10-15
Pipeline value: $1M+
Deals in procurement: 2-4
Partner introductions: 8-12
Referrals received: 3-5

Expected Results:

Consistent pipeline flow
Reputation established
First deals closing
Revenue: $100-200K

Month 10-12: Harvest and Scale

Activities:

Close pipeline opportunities
Expand closed accounts
Scale partner relationships
Build referral momentum
Plan Year 2 acceleration

Events:

Leadership roles in organizations
Speaking circuit established
Known entity at all relevant events

Metrics:

Deals closed: 5-10
Revenue: $300-500K
Accounts established: 5-8
Partners active: 2-3
Referrals: 5-10
Year 2 pipeline: $1.5M+

Expected Results:

Foundation built for acceleration
Network established
Partner ecosystem working
Reputation strong
Ready for Year 2 growth

Year 2 and Beyond

With foundation built, Year 2 accelerates:

2x revenue ($600K-1M)
Deeper account penetration
Expanded partner network
Referral flow increasing
Leadership roles in community

By Year 3:

Established presence in territory
Competitor relationships challenged
Strong pipeline flow
The relationships you built are now the entrenched relationships others struggle to break

The Grassroots Success Formula

Weekly Activities

Attend 1 community/industry event minimum - Show up consistently
Update hot sheets for upcoming events - Prepare deliberately
Follow up on all event contacts within 24 hours - Strike while warm
Nurture 3 partnership relationships - Maintain your network
Research 5 new targets using intelligence tools - Build knowledge
Update CRM with all new intel - Document everything
Plan next week’s event strategy - Stay proactive

Monthly Activities

Attend 3-5 strategic events with hot sheets
Have 2+ partnership check-ins
Get 1+ introduction from partners
Speak or present at 1 event if possible
Review and update target account priorities
Assess community integration progress
Analyze what’s working and what’s not

Quarterly Activities

Evaluate organization memberships - Add/drop based on ROI
Review partnership performance - Double down on what works
Update territory strategy based on learnings
Plan next quarter’s event calendar
Measure pipeline attribution from grassroots activities
Set quarterly targets for relationships and revenue

Key Mindset Shifts

Success with grassroots territory development requires fundamentally different thinking than traditional sales.

From Cold Calling to Warm Presence

Old Mindset: “How do I get in front of them?” New Mindset: “How do I become someone they already know?”

Cold outreach puts you at a disadvantage. You’re interrupting. You’re unknown. You’re asking for their time without having earned it.

Warm presence gives you an advantage. You’re familiar. You’re part of their community. You’re asking for their time after building relationship capital.

From Transactions to Community

Old Mindset: “Networking events are for collecting business cards.” New Mindset: “Community involvement is for building long-term presence.”

If you attend events only to sell, people notice. You become “that sales guy” who nobody wants to talk to.

If you attend events to contribute, learn, and build genuine relationships, you become a valued community member. Business follows naturally.

From Solo to Partnerships

Old Mindset: “I need to do everything myself.” New Mindset: “Partners with existing access can accelerate my reach dramatically.”

Trying to build every relationship yourself is slow and limited. Partnering with people who already have relationships extends your reach exponentially.

One good partner can provide more introductions in a month than you could develop on your own in a year.

From Reactive to Strategic

Old Mindset: “Show up at events and see who I meet.” New Mindset: “Go to events with a hot sheet and specific targets.”

Random networking produces random results. You might meet interesting people, but probably not the specific people who can help your business.

Strategic networking produces strategic results. You identify who you need to meet, prepare for those specific conversations, and execute deliberately.

From Short-Term to Long-Term

Old Mindset: “I need to close something this quarter.” New Mindset: “I’m building a network that will pay dividends for years.”

Grassroots territory development takes longer than leveraging existing relationships. Month 1-6 can feel like you’re spinning your wheels.

But the network you build is yours. Competitors can’t take it. It compounds over time. By Year 3, you’ll have the entrenched relationships that make new competitors struggle.

Common Pitfalls and How to Avoid Them

Pitfall 1: Selling Too Soon

The Mistake: You meet someone at an event, have a good conversation, and immediately pitch your products.

Why It Fails: You’ve just confirmed you’re “another salesperson.” They feel ambushed. The relationship is damaged before it starts.

The Fix: Build relationship capital before making withdrawals. Focus on being helpful, interesting, and valuable. Let business develop naturally.

Rule: Never pitch at a networking event. Schedule a follow-up meeting for business discussions.

Pitfall 2: Inconsistent Presence

The Mistake: You attend an organization’s events for 2 months, then disappear for 3 months, then show up again.

Why It Fails: You never build the familiarity that creates trust. People vaguely recognize you but don’t remember who you are.

The Fix: Commit to consistent presence. If you join an organization, attend every meeting for at least 6 months. Become a fixture, not a visitor.

Rule: If you join it, commit to it. Otherwise, don’t bother joining.

Pitfall 3: Broad But Shallow

The Mistake: You join 10 organizations and attend everything, but never go deep with any of them.

Why It Fails: You’re everywhere but meaningless. You’re known but not trusted. You have contacts but not relationships.

The Fix: Go deep before going broad. Master 2-3 organizations before adding more. Build real relationships, not just name recognition.

Rule: Deep beats wide. Own your spaces.

Pitfall 4: Neglecting Follow-Up

The Mistake: You have great conversations at events but don’t follow up within 24-48 hours.

Why It Fails: People forget. The warmth fades. By the time you reach out, they don’t remember who you are or what you talked about.

The Fix: Follow up immediately. Same day if possible. Personalized message referencing specific conversation points.

Rule: If you don’t follow up within 48 hours, you wasted the interaction.

Pitfall 5: Taking Without Giving

The Mistake: You ask for introductions and help without having created value first.

Why It Fails: Relationships are reciprocal. If you only take, people stop giving. Your network dries up.

The Fix: Create value before asking for anything. Make introductions. Share intelligence. Help with problems. Build relationship capital before making withdrawals.

Rule: 5:1 ratio—give five times before asking once.

Pitfall 6: Treating Partners as Transactional

The Mistake: You view partners as sources of leads rather than relationships to nurture.

Why It Fails: Partners notice when they’re being used. They stop giving you their best introductions. The partnership becomes hollow.

The Fix: Invest in partnerships like you invest in customer relationships. Regular touchpoints. Genuine interest. Mutual value creation.

Rule: Treat partners like your most important customers.

Measuring Grassroots ROI

Grassroots territory development requires investment (time, membership fees, event costs) before generating returns. Track your ROI to ensure efforts are working.

Metrics to Track

Activity Metrics:

Events attended per month
Hot sheet targets met
Follow-up meetings scheduled
Partnership conversations
Time invested

Relationship Metrics:

Contacts added (by source)
Relationships advanced (stranger → connection → trusted)
Introductions received
Referrals generated
Net Promoter Score from contacts (if measured)

Pipeline Metrics:

Opportunities sourced from grassroots (by source)
Pipeline value by source
Conversion rate by source
Time to first opportunity by source

Revenue Metrics:

Revenue closed from grassroots sources
Revenue by source category (community, events, partners)
Customer acquisition cost by source
Customer lifetime value by source

ROI Calculation

Investment:

Organization membership fees: $____
Event registration/sponsorship: $____
Travel and entertainment: $____
Time invested (hours × hourly value): $____
Tool costs: $____
Total investment: $____

Return:

Revenue from grassroots sources: $____
Gross profit from grassroots sources: $____
Future pipeline value (discounted): $____
Relationship value (harder to quantify): $____
Total return: $____

ROI: (Return - Investment) / Investment × 100 = ____%

Benchmark Expectations

Year 1:

ROI may be negative or break-even
Investment in relationship building
Pipeline building but limited closes
Expected: 0.5-1x return on investment

Year 2:

ROI should be positive
Relationships converting to revenue
Partnership channel producing
Expected: 2-3x return on investment

Year 3+:

Strong positive ROI
Compound returns from relationship depth
Referral momentum
Expected: 5-10x return on investment

Final Checklist Before You Begin

The Reality Check

Building territory from scratch takes longer than leveraging existing relationships. Set expectations accordingly.

Month 1-3: Lots of activity, few tangible results. You’re planting seeds. It feels like nothing is happening.

Month 4-6: Connections starting to form. Some conversations becoming meaningful. Pipeline beginning to build.

Month 7-9: Momentum building. Opportunities progressing. First deals closing. Partnerships producing.

Month 10-12: System producing consistent results. Pipeline healthy. Revenue flowing. Foundation solid for Year 2.

The competitors who started with relationships had years of head start. You won’t catch up in 90 days. But in 12-24 months, you’ll have built something they can’t take from you—your own network, your own community presence, your own partnership ecosystem.

And in Year 3, you’ll be the one with the entrenched relationships that new reps envy. The one who gets invited to planning meetings before projects are announced. The one who hears about opportunities 6 months before RFPs.

You’ll be the incumbent.

It just takes longer to build from scratch. But once you build it, it’s yours.

Start today. Pick one organization to research. Create one hot sheet for the next event on your calendar. Reach out to one potential partner.

Small actions compound.

The community is waiting. Go become part of it.