Premise
To unlock the full revenue potential of their frontline employees, Field Service firms should empower their technical workforce to participate in selling activities. However, because selling is a secondary responsibility embedded within technicians’ core service tasks, many struggle to do it effectively.
This article examines the service situation as a key factor influencing both a technician’s ability to engage in sales and a customer’s likelihood of making a purchase. I’ll identify different types of service scenarios and show how they uniquely impact sales outcomes in the field.
Analysis
Frontline employees—whether part of the service team or sales team—serve as the primary point of contact with customers. Traditionally, Field Service companies have clearly separated these roles: salespeople sell, and technicians service. However, there’s growing value in redefining this structure.
To boost revenue and improve customer engagement, companies should consider equipping service technicians to act as a “second sales force.” When supported and trained effectively, these technicians can identify, initiate, and even close sales opportunities during regular service calls.
Drawing on my experience working with both commercial and residential service organizations, I’ve found that the technician’s sales effectiveness is closely tied to the nature of the service situation.
The Nature of Service Situations
Most service interactions occur when a technician is dispatched to the customer site for routine maintenance or repair. In these contexts, sales are not the primary focus—they’re secondary to the service task. This means that technicians operate in a highly contextual sales environment, where their ability to identify the right moment is critical.
For instance, a technician may be more likely to recommend a product or upgrade immediately after successfully completing a repair—when customer trust is highest and the moment feels right.
This raises important questions:
- What types of service situations present the best sales opportunities?
- Are technicians successfully identifying and acting on high-probability opportunities—or wasting time on low-potential scenarios?
- Are there consistent indicators of high-likelihood sales situations?
Over my career, I’ve seen that the most promising sales opportunities typically arise when a technician is called to fix an out-of-warranty equipment failure. Let’s explore why.
In-Warranty vs. Out-of-Warranty Failures
Customers tend to be more receptive to sales offers in situations outside of warranty. They understand that repairs will come out of pocket, which makes upgrading or replacing equipment a logical option.
In contrast, in-warranty failures often result in less favorable conditions for selling:
- The customer’s problem is resolved at no cost.
- Their motivation is centered on restoring functionality rather than improvement.
- Technicians may feel optimistic due to a smooth interaction, but the customer’s mindset is one of relief—not investment.
This misalignment can lead to awkward or ineffective sales pitches, even when the technician believes the timing is right.
To improve outcomes, companies must train technicians to recognize when a customer is truly open to spending. A satisfied customer doesn’t necessarily mean a ready buyer—especially when recent repairs came free.
The Motivation Gap
Another common obstacle: technicians often aren’t incentivized to sell.
Even in high-potential moments—such as when the equipment remains offline or the customer is clearly dissatisfied—technicians may defer the sales conversation to the sales department, missing a critical opportunity.
The solution lies in aligning compensation, motivation, and training to support technician-led sales engagement when the context is right.
Generalists vs. Specialists in Field Sales
An additional factor worth considering is the technician’s skill type: generalist vs. specialist.
At first glance, specialists—with their deep product knowledge and technical expertise—seem better suited for consultative sales. However, field evidence often suggests the opposite.
Generalists tend to outperform specialists in sales for several reasons:
- They can assess a broader range of solutions across systems or product lines.
- They’re more likely to think holistically and engage in cross-functional conversations.
- They’re less likely to disqualify opportunities too early based on rigid technical criteria.
Specialists may excel at solving complex problems, but generalists are often better positioned to explore sales opportunities organically within varied customer contexts.
Key Takeaways
Using service technicians as a second sales force is a powerful strategy—but it must be intentional. Here’s how companies can set themselves up for success:
- Train technicians to recognize high-probability sales opportunities—especially out-of-warranty failures.
- Incentivize behavior by tying compensation to successful sales outcomes.
- Deploy generalists strategically in scenarios where breadth of knowledge and adaptability increase the chances of success.
- Contextualize selling as a natural part of the service interaction, not a separate initiative.
Firms that adopt this hybrid methodology can unlock hidden revenue, enhance customer experience, and gain a competitive edge by leveraging smarter utilization of their existing workforce.