Episode December 23, 2025 17 min 36s

How to Hit Your Number When Production Can’t Keep Up (Ask Jeb)

Here’s a problem that’ll make your head spin: What do you do when you can sell way more than your company can produce?

That’s the question posed by Dylan Noah from Toronto. Dylan sells craft cider to bars and restaurants across his territory. He’s the only salesperson for a small producer, working with limited tools (no proper CRM), and here’s the kicker: he could sell a million dollars’ worth of product, but production isn’t enough to meet that demand.

If you’re shaking your head thinking this is a champagne problem, you’re half right. But for Dylan, trying to hit his income goals through commissions, it’s a real constraint that’s costing him money every single day.

The CRM Obsession Is a Distraction

Let’s tackle the first issue head-on. Dylan is worried he doesn’t have the right CRM tools to manage his accounts and hit his numbers.

Here’s the brutal truth: at one point in time, salespeople sold a lot of cider, beer, wine, liquor, and all kinds of other stuff without any CRM at all. They used index cards in a box. They had lists on paper. And they crushed it.

You’re a small business with one salesperson working with 3,000 to 7,000 potential accounts in your territory. The last thing you should worry about right now is a $40,000 CRM system.

Could you use automation for email sequences and promotions? Absolutely. Should you eventually invest in something like HubSpot or Pipedrive? Yes. But right now, what you need is a simple system to identify your best accounts and focus your time there.

You’re not going to hit $1 million across 3,000 accounts. You’re going to hit it across 500 accounts that are the biggest restaurants and bars, where they like you, their customers like cider, and where you can create events and experiences that spike sales.

Use a spreadsheet. Use index cards. Use whatever basic tool you’ve got right now. Create a 30-60-90 day system where you know who you’re calling on in the next 30 days, the next 60 days, and the next 90 days. Build a list of your top 250 accounts that buy the most from you. That’s where you live.

Stop obsessing over tools you don’t have and start maximizing the opportunity in front of you.

Scarcity Is Your Secret Weapon

This brings us to the real issue: production capacity. Dylan can sell it, but his company can’t make enough of it.

The bourbon distillers in America are dealing with this exact problem right now. They ramped up production years ago based on projected demand, and now they’re sitting on excess inventory that’s aging out. It’s a delicate balance, and if you make too much, it goes bad and you lose everything.

Here’s what most salespeople don’t understand about scarcity: it’s actually a competitive advantage if you manage it right.

When you have limited product, you’re always going to be in an ebb and flow situation. Sometimes you’ll have an abundance of one product type. Sometimes you’ll have high-demand products in short supply. The key is building a system that lets you move fast when opportunity strikes.

This is where building buying profiles for every single customer becomes essential. You need to know which accounts buy which types of products, what their purchase patterns look like, and what their potential is (high, medium, or low).

Think about it like your account coverage pyramid. When you have product available, you start at the top with your highest value accounts and work your way down. You’re not treating all 150 accounts the same. You’re prioritizing based on potential.

When you have an abundance of one product type, you go directly to the customers who buy that product and say, “Hey, I’ve got product right now. Do you want to buy?” You can run specials. You can offer incentives (within legal limits). You move it fast.

When your high-demand products come in, you call your best accounts first and say, “I’ve got ten cases of this. I’m calling you first. How many do you want?” Then you go down your list. Most of the time, you’ll sell out before you even leave your office.

But if you’ve got 150 accounts and you’re treating them all the same, it gets overwhelming fast. Segment them. Prioritize them. Work them strategically.

Making Your Number When You Can’t Control Supply

The income issue is where this gets really interesting. Dylan wants to double his sales and earn more commissions, but he can’t because the company keeps running out of product.

Here’s my take: if you’re supposed to sell $1.5 million but your company only produces $750,000 worth of product that you could sell, they should pay you for the $1.5 million. Production was the reason you couldn’t make your number, not your sales ability.

Now, I know there are people in operations reading this who are going to say I’m full of it. But from a sales standpoint, if you’ve sold out of everything available, you’ve done your job. The constraint isn’t you, it’s production capacity.

That’s a hard conversation to have with ownership, I get it. But here’s how you make that case: sell out of the other stuff that people don’t want as much. Figure out how to move all of it. Put yourself in a position where you own the moral high ground when it comes to sales performance.

If you do that and they still can’t or won’t pay you for what you could have sold, then you’ve got a decision to make. But at least you’ll have learned how to sell in a resource-constrained environment, how to build relationships, how to manage your territory, and how to work a manual system. Those are skills that transfer to any sales role, especially ones that give you all the bells and whistles and unlimited product to sell.

The Power of Old School Discipline

Let’s go back to 1985 for a minute. In 1985, you would have had a Rolodex with tabs for H (high potential), M (medium potential), and L (low potential) accounts. When product came in, you’d open to H, pull out the cards, and start dialing.

“I’ve got ten cases of your favorite cider. I’m calling you first. How many do you want?”

If they don’t want any, click. Next card.

By the time you hit the tenth account, you’re usually sold out.

That’s the power of segmentation combined with discipline. Systems beat moods. Sequence beats sporadic effort. Process creates momentum.

You don’t need fancy technology to do this. You need clear priorities, good segmentation, and the discipline to work your system consistently.