How long until a new rep knows the territory? If you manage outside reps, the answer is usually “longer than I’d like.” A 30-60-90 day sales plan won’t make that wait disappear, but it gives the first three months a shape. The rep knows what to learn first, you know what to ask at each check-in, and nobody has to guess whether week six is going well. Below is a free template built for reps who sell in person, ready to copy.
What is a 30-60-90 day sales plan?
A 30-60-90 day sales plan splits a new rep’s first three months into three stages, each with one goal, a short list of activities, and a check-in at the end. The first 30 days are for learning the territory. Days 31 to 60 are for running stops on your own. Days 61 to 90 are for growing the territory. The plan is short on purpose. If it doesn’t fit on one page, it won’t get used.
Why most 30-60-90 plans don’t fit outside sales
Search for a 30-60-90 day sales plan and much of what you’ll find is written for inside sales. It counts calls, emails, and demos booked from a desk. That’s not what a new outside rep’s first month looks like.
An outside rep inherits accounts and the promises that came with them. Their first job is to learn who buys at each stop, what the last rep said they’d do, and which customers have gone quiet. Activity counts come later. So this template puts accounts and follow-up first, and leaves the targets for you and the rep to set together.
It also works from either side of the desk. A manager can hand it to a new hire on day one. A rep can fill it in before an interview to show how they’d start.
30-60-90 day sales plan template (copy and paste)
Copy the template below into a doc, a note, or whatever your team already uses. Or make your own copy in Google Docs. No form, no sign-up.
30-60-90 day sales plan
Rep:
Manager:
Start date:
Territory:
First 30 days: learn the territory
Goal: Know your top accounts and who to talk to at each one.
- Go through the account list with your manager, top accounts first.
- Read the notes from the last few visits on each top account.
- List every open quote, backorder, and promise made to a customer.
- Ride along with your manager or a senior rep.
- Learn the products, how quotes are priced, and how orders get placed.
- Introduce yourself at your top accounts.
Day 30 check-in:
- Can you name the buyer at each top account?
- Which promises are still open, and when are they due?
- What do you still need to learn?
Days 31 to 60: run your own stops
Goal: Visit your top accounts on your own, with a next step after each.
- Plan your own week of stops.
- Write a note after every visit: who you saw, what they need, the next step and its date.
- Make each follow-up by the date you set.
- Bring your manager on a few visits for coaching.
- Make a list of accounts that have gone quiet.
Day 60 check-in:
- Which accounts have a next step with a date?
- Which follow-ups slipped, and why?
- What one skill do you want to work on next?
Days 61 to 90: grow the territory
Goal: Own the territory and start bringing in new business.
- Visit every account on your quiet list.
- Pick new accounts to call on, and make the first visits.
- Set your targets for next quarter with your manager.
- Lead the 90-day review, account by account.
Day 90 check-in:
- Which accounts grew, and which need a plan?
- What’s working in your week, and what isn’t?
- What do you need from your manager next quarter?
Targets (set these together)
| Measure | Day 30 | Day 60 | Day 90 |
|---|---|---|---|
| Top accounts visited | |||
| Notes written after visits | |||
| Follow-ups made by the date | |||
| New accounts visited | |||
| Quotes or orders |
Leave the targets blank until you’ve both looked at the territory. A number picked on day one is a guess. A number picked at the first check-in is a plan.
How to fill in each stage
First 30 days: learn the territory
Start with the accounts. A new rep can learn part numbers at the counter. What they can’t learn anywhere else is who buys at each stop and what the last rep promised. Sit down together with the account list, then read the last visit notes on the top accounts before the first ride-along. If you need a way to sort accounts into tiers, this territory plan guide walks through it.
Days 31 to 60: run your own stops
This is where the habits get set. The two that matter most are a note after every visit and a follow-up by the date the rep set. Both are easy to skip on a busy day, and both are easy to coach when you can see them. Ride along on a few visits, then talk through what you saw on the drive back. Here’s why follow-ups slip and what helps.
Days 61 to 90: grow the territory
By now the rep knows the accounts. Point them at the ones that went quiet first, because those customers already know your company. Then add new accounts. Let the rep lead the 90-day review and walk you through the territory, account by account.
The weekly check-in: five questions
The 30, 60, and 90-day check-ins are milestones. A short weekly talk keeps the plan moving between them. Ask the same five questions each week:
- Which accounts did you see, and what did you learn?
- What did you promise, and by when?
- Did anything slip? What got in the way?
- Which account worries you?
- What can I help with this week?
Ask them the way a colleague would. The point is to help the rep run their territory, not to check up on them. For what to look for in a rep’s written week, see what a manager looks for in a rep’s weekly report.
Writing one for an interview?
If you’re a candidate, use the same template and fill it in with what you know about the company. Name the kinds of customers they sell to, the products you’d learn first, and how you’d meet the top accounts. Keep it to one page. A hiring manager wants to see that you’d start with the customers, ask good questions, and follow up. Leave the targets for the conversation.
Running a distributor or dealer team?
Parts and equipment teams have their own first 90 days: manufacturer lines, the parts counter, and customers who already know the last rep by name. Field sales training for distributor reps goes deeper on that, and here’s how heavy-duty dealers use Voze.
Where Voze fits
The hardest part of the first 30 days is reading what the last rep left behind. In Voze, every visit note stays on the account, so on day one the new rep opens a customer, reads the last few visits, and walks in knowing what was promised. See what a rep sees before a stop.
Want the next template when it’s ready? Follow Voze on LinkedIn.
30-60-90 day sales plan: common questions
What should a 30-60-90 day sales plan include?
One goal for each 30-day stage, a short list of activities, a check-in with questions at the end of each stage, and a few targets you set together. For outside sales, put the accounts, the people at each one, and any open promises at the center.
What should a new sales rep do in the first 30 days?
Learn the territory. Go through the account list, read the notes from past visits, list every open quote and promise, ride along with a senior rep, and introduce yourself at the top accounts. Selling comes easier once you know who you’re talking to.
Who writes the 30-60-90 day plan, the manager or the rep?
Either one can start it, and both should agree on it. A manager often hands a draft to a new hire on day one. A candidate may write one before an interview. What matters is that the rep and manager review it together at each check-in.
How do you set goals in a 30-60-90 day sales plan?
Wait until the first check-in. By day 30, you’ve both seen the territory, so the targets for visits, follow-ups, and new accounts are based on what’s really there instead of a guess.