​This question has been coming up more and more, and after a recent conversation at the GIMA Conference, I wanted to put some thoughts together based on what I’m hearing from different businesses across the sector.

Sales structure is one of those decisions that quietly shapes everything. Your growth, your customer relationships, and your long-term direction all stem from it. In a world full of financial constraints, it has arguably never been more important to get this right. In the garden retail sector especially, where trust and relationships carry real weight, the choice between Area Sales Managers and Sales Agents isn’t straightforward.

At its core, the difference is simple. Area Sales Managers are employed, embedded within your business, and focused solely on your brand. Sales Agents are independent, typically representing multiple companies, and operate on a commission-only basis. On paper, it can look like a question of cost versus control. In reality, particularly in this sector, it is more about timing, strategy, and what you are trying to build.

Sales Agents can play a hugely valuable role, particularly for businesses looking to gain traction quickly. One of their biggest strengths is access. A good agent will already have established relationships across both groups and independent garden centres, often built over many years. That means they can introduce your product into conversations far quicker than a newly hired ASM starting from scratch. For start-ups or businesses entering a new category, that speed to market can be a real advantage.

There is also a financial appeal. With no fixed salary or overhead, agents offer a lower risk route to growth. You are effectively paying for performance, which makes them an attractive option when budgets are tight or when you want to scale without committing to long-term headcount. Alongside that, agents often bring a broad understanding of the market, having visibility across different product categories, customer types, and competitor activity.

That said, finding the right agent is not always straightforward. Well-established agents are often already representing strong brands, and identifying someone who has the right network without a conflict of interest can be challenging. Even when you do, there is the reality of how much attention your product will receive. Most agents carry multiple principals, so your range is competing for time and focus. From a buyer’s perspective, they are also being presented with several product ranges through one individual, which raises the question of how much time there is to properly cover each one.

This can become more pronounced if you have a large or complex product portfolio. Your range can naturally become diluted, particularly if other lines are easier to sell or offer stronger returns for the agent, especially in a very seasonal industry. It is not uncommon for certain catalogues to fall lower down the priority list simply because they are one of several being carried.

Product knowledge can also vary. While there are some excellent agents in the market, they are not always true specialists in every product they represent. In areas of garden retail where technical understanding or detailed range knowledge is important, that can create a gap. There is also less control from a business perspective. How your brand is presented, how often customers are visited, and how conversations are handled largely sits with the individual. Over time, relationships can become more closely tied to the agent than to the brand itself.

This is where Area Sales Managers offer a different kind of value. Because they are fully embedded within your business, they tend to develop a much deeper understanding of your products, your positioning, and your long-term strategy. Your range becomes their sole focus, rather than one of several competing priorities. That depth of knowledge is particularly important for businesses with broader portfolios or more technical product categories.

It is also worth noting that employing a well-established ASM does not mean starting from zero in terms of relationships. Many experienced sales managers already have strong networks across the sector and can bring those connections with them. In that sense, they can offer similar benefits to an agent in terms of access, while still providing the focus and alignment of an employed individual.

In a relationship-led sector like garden retail, consistency matters. An ASM builds familiarity with customers over time, creating stronger and more stable partnerships. They are able to engage in more detailed commercial discussions, support range planning, and align closely with wider business objectives. That level of consistency is harder to achieve with a more fragmented, multi-brand approach.

Perhaps the most important consideration is what this means for the future of your business. With the direction of new employment laws and increasing focus on workforce stability and structure, succession planning is becoming more important than ever. With that in mind, if you are looking to develop future National Account Managers or Sales Leaders, you need people who have grown within your organisation. People who understand your culture, your customers, and your product inside out. That pathway is far more naturally built through an employed sales structure than through independent agents.

That said, ASMs come with their own challenges. They require greater investment, both financially and in terms of time. Hiring, onboarding, and developing someone into a high-performing territory manager does not happen overnight. Sometimes, compared to agents, scaling can feel slower, and the upfront commitment is higher.

Ultimately, this is not a question of one model being better than the other. There are great examples of businesses performing strongly with a sales agent model, others with fully employed sales teams, and many using a hybrid of both. The right approach often comes down to the nature of your product range, your ability to find the right individuals who fit your team and culture, and where you are on your overall growth journey.

The key is being clear on your priorities. If the focus is on short-term access and speed, agents can deliver real value. If the focus is long-term growth, brand ownership, and succession, Area Sales Managers become increasingly important. In many cases, the most effective strategy is not choosing one over the other, but understanding how and when to use both.