[Survey of 1,005 People] Asking B2B Sales Managers! The #1 Trait of 'Underperforming Sales Reps' is Low 'Relationship-Building Skills'!?
Hirai Tooru Office conducted a survey of 1,005 B2B sales managers. The results revealed that the top trait of 'underperforming sales reps' is 'poor relationship-building skills', highlighting the importance of basic attitudes and mindset.
📋 Article Processing Timeline
- 📰 Published: April 22, 2026 at 21:00
- 🔍 Collected: April 23, 2026 at 00:02 (3h 2m after Published)
- 🤖 AI Analyzed: April 24, 2026 at 05:01 (28h 59m after Collected)
Hirai Tooru Office (Location: Shibuya-ku, Tokyo; Representative: Tooru Hirai) conducted a survey on 'Subordinate Development and Management Challenges in B2B Sales Organizations' targeting sales professionals in management positions and above (managers, department heads, division heads, executives, etc.) at B2B companies.
In sales organizations, many managers likely struggle with relying on the performance of a few top salespeople, finding it difficult to develop young or new employees.
The underlying reason why daily guidance and time spent do not yield results might not just be a lack of simple sales skills or knowledge, but rather 'mindset' issues such as an attachment to goals and the habituation of actions, or the limitations of personalized in-house OJT.
So, what are the decisive differences between 'capable sales reps' who consistently produce results and 'underperforming sales reps' who struggle to grow?
Also, what kind of barriers do frontline managers face in developing their subordinates?
Therefore, Hirai Tooru Office (https://hiraitooru.com/), which provides management support services, conducted a survey on 'Subordinate Development and Management Challenges in B2B Sales Organizations' among sales professionals in management positions and above (managers, department heads, division heads, executives, etc.) at B2B companies.
Survey Overview: Survey on 'Subordinate Development and Management Challenges in B2B Sales Organizations'
[Survey Period] Thursday, April 2, 2026 - Friday, April 3, 2026
[Survey Method] Internet survey via PRIZMA (https://www.prizma-link.com/press)
[Number of Respondents] 1,005 people
[Survey Target] Monitors who answered as B2B sales professionals in management positions and above (managers, department heads, division heads, executives, etc.) at the time of the survey.
[Survey Source] Hirai Tooru Office (https://hiraitooru.com/)
[Monitor Provider] Sakurisa
Click here to apply for the Relationship Building Seminar.
What is the #1 Common Trait of 'Underperforming Sales Reps'?
When asked, 'What common traits or characteristics do you feel subordinates who you evaluate as capable sales reps have?', the most common answer was 'Listening/questioning skills that lead to issues (47.8%)', followed by 'Strong customer relationship-building skills (43.0%)' and 'Attachment to goal achievement and action-orientation (39.4%)'.
'Listening/questioning skills' to draw out customer issues and 'skills to build strong trust relationships' ranked high, suggesting that an attitude of not just selling products but getting close to customer concerns and solving problems together leads to high evaluations.
Furthermore, mindset aspects such as 'attachment to goals and action-orientation' are also emphasized, showing a tendency to recognize individuals as 'capable sales reps' when both skills and motivation align.
On the other hand, what common traits do sales reps evaluated as 'underperforming' share?
Conversely, when asked, 'What common traits or characteristics do you feel subordinates who you evaluate as underperforming sales reps have?', the most common answer was 'Low relationship-building skills with customers (36.9%)', followed by 'Poor schedule and task management (33.5%)' and 'Lack of motivation to achieve goals and action-orientation (33.3%)'.
It appears that weaknesses in 'basic attitudes'—such as 'building relationships with customers', 'task management', and 'motivation towards goals'—prior to a lack of advanced sales techniques, directly lead to sluggish performance. From these results, it is considered necessary to improve the foundational aspects of sales activities, such as self-management skills and mindset.
While the basic attitude as a sales professional is questioned, what kind of ingenuity and practice have those who have actually produced results on the front lines accumulated?
■ What have you consciously practiced to become a top-selling sales rep?
- Communicating frequently to build relationships with customers (20s/Female/Tokyo)
- Proposal skills based on goal setting and drawing out needs (30s/Female/Miyagi Prefecture)
- Responding as quickly as possible and making proposals that increase customer satisfaction (40s/Male/Tokyo)
- Observing and acquiring the good points of various seniors (50s/Male/Tokyo)
We can read an attitude that places 'building trust with customers'—such as rapid responses and frequent contact—as the foundation of their activities.
On top of that, practical approaches were mentioned, such as proposal skills to accurately draw out needs and a learning attitude to absorb the excellent methods of senior colleagues.
It seems that the key to generating continuous results is not relying on special techniques, but a sincere attitude towards customers and the accumulation of steady daily actions.
Click here to apply for the Relationship Building Seminar.
So, what advice do you have for new graduate employees who are taking on sales roles starting this year?
To new graduate employees becoming sales professionals from this year, to become a selling sales rep...
In sales organizations, many managers likely struggle with relying on the performance of a few top salespeople, finding it difficult to develop young or new employees.
The underlying reason why daily guidance and time spent do not yield results might not just be a lack of simple sales skills or knowledge, but rather 'mindset' issues such as an attachment to goals and the habituation of actions, or the limitations of personalized in-house OJT.
So, what are the decisive differences between 'capable sales reps' who consistently produce results and 'underperforming sales reps' who struggle to grow?
Also, what kind of barriers do frontline managers face in developing their subordinates?
Therefore, Hirai Tooru Office (https://hiraitooru.com/), which provides management support services, conducted a survey on 'Subordinate Development and Management Challenges in B2B Sales Organizations' among sales professionals in management positions and above (managers, department heads, division heads, executives, etc.) at B2B companies.
Survey Overview: Survey on 'Subordinate Development and Management Challenges in B2B Sales Organizations'
[Survey Period] Thursday, April 2, 2026 - Friday, April 3, 2026
[Survey Method] Internet survey via PRIZMA (https://www.prizma-link.com/press)
[Number of Respondents] 1,005 people
[Survey Target] Monitors who answered as B2B sales professionals in management positions and above (managers, department heads, division heads, executives, etc.) at the time of the survey.
[Survey Source] Hirai Tooru Office (https://hiraitooru.com/)
[Monitor Provider] Sakurisa
Click here to apply for the Relationship Building Seminar.
What is the #1 Common Trait of 'Underperforming Sales Reps'?
When asked, 'What common traits or characteristics do you feel subordinates who you evaluate as capable sales reps have?', the most common answer was 'Listening/questioning skills that lead to issues (47.8%)', followed by 'Strong customer relationship-building skills (43.0%)' and 'Attachment to goal achievement and action-orientation (39.4%)'.
'Listening/questioning skills' to draw out customer issues and 'skills to build strong trust relationships' ranked high, suggesting that an attitude of not just selling products but getting close to customer concerns and solving problems together leads to high evaluations.
Furthermore, mindset aspects such as 'attachment to goals and action-orientation' are also emphasized, showing a tendency to recognize individuals as 'capable sales reps' when both skills and motivation align.
On the other hand, what common traits do sales reps evaluated as 'underperforming' share?
Conversely, when asked, 'What common traits or characteristics do you feel subordinates who you evaluate as underperforming sales reps have?', the most common answer was 'Low relationship-building skills with customers (36.9%)', followed by 'Poor schedule and task management (33.5%)' and 'Lack of motivation to achieve goals and action-orientation (33.3%)'.
It appears that weaknesses in 'basic attitudes'—such as 'building relationships with customers', 'task management', and 'motivation towards goals'—prior to a lack of advanced sales techniques, directly lead to sluggish performance. From these results, it is considered necessary to improve the foundational aspects of sales activities, such as self-management skills and mindset.
While the basic attitude as a sales professional is questioned, what kind of ingenuity and practice have those who have actually produced results on the front lines accumulated?
■ What have you consciously practiced to become a top-selling sales rep?
- Communicating frequently to build relationships with customers (20s/Female/Tokyo)
- Proposal skills based on goal setting and drawing out needs (30s/Female/Miyagi Prefecture)
- Responding as quickly as possible and making proposals that increase customer satisfaction (40s/Male/Tokyo)
- Observing and acquiring the good points of various seniors (50s/Male/Tokyo)
We can read an attitude that places 'building trust with customers'—such as rapid responses and frequent contact—as the foundation of their activities.
On top of that, practical approaches were mentioned, such as proposal skills to accurately draw out needs and a learning attitude to absorb the excellent methods of senior colleagues.
It seems that the key to generating continuous results is not relying on special techniques, but a sincere attitude towards customers and the accumulation of steady daily actions.
Click here to apply for the Relationship Building Seminar.
So, what advice do you have for new graduate employees who are taking on sales roles starting this year?
To new graduate employees becoming sales professionals from this year, to become a selling sales rep...