When people hear “food service,” most think of chefs, restaurants, or what goes on behind kitchen doors. But there’s another side to this industry that’s often overlooked. It’s the fast-moving, high-pressure world of food service sales.
This is where companies like Friesland Campina Professional, Lee Kum Kee, and Unilever Food Solutions supply ready-to-use sauces, seasonings, and other ingredients to restaurants, cafés, hotels, and quick-service chains across Asia and beyond.
And behind these partnerships are Sales Professionals who carry big responsibilities. Hitting sales targets, handling price negotiations, working with demanding clients, and staying relevant in a fast-changing market. Coaching is what helps them stay sharp, grow, and thrive in this environment. It’s also something I’ve had the privilege to do with many sales teams over the years.
So, what exactly is coaching?
Coaching is simply a guided conversation. It helps people see things differently, take ownership, and move forward with clarity. It’s not about fixing problems or telling people what to do. It’s about asking the kind of questions that help them figure out what matters, what’s blocking them, and what next step makes sense.
In food service sales, where the pressure is constant and every minute counts, coaching becomes a space to pause, think, and make better decisions. And that’s powerful.
Why coaching matters in food service sales
Sales Professionals in food service do much more than sell products. They’re out in the market sharing food trend insights and helping chefs and food operators decide how to use those trends in their menu planning. It’s less about pushing products and more about adding value.
I once worked with a Sales Professional who supported a growing café chain. At first, his focus was all about hitting the numbers. But through coaching, he shifted his approach. Instead of rushing into product pitches, he started asking thoughtful questions like, “What items on your menu take the most prep time?” or “Have you seen any drop in orders for certain dishes lately?”
That small shift led to bigger wins. He started offering product solutions that helped streamline their kitchen operations and ride the wave of current food trends. The relationship with the client deepened. Repeat orders increased. And he felt more confident in his role.
Coaching helped him think like a business partner, not just a product seller.
When Sales Leaders coach, teams grow
Sales Managers and Sales Leaders often carry a heavy load. Targets, meetings, reports, team issues, and customer escalations. It’s tempting to just tell people what to do. But coaching opens up a better way.
One Sales Leader I supported introduced regular coaching conversations with his team. Not formal reviews, just 30-minutecheck-ins where the focus was on listening and reflection.
He’d ask things like, “What’s working for you lately?” or “What challenge is difficult to handle for you?” Over time, his team grew more confident in making decisions. They took more ownership of their pipeline. And performance picked up. Not through pressure, but through clarity.
There’s solid evidence behind this. According to a Harvard Business Review study, managers who take a coaching approach help their teams become more adaptable, independent, and effective. That’s a competitive edge in any industry.
For those wondering what this looks like in action, this blog on shadow coaching in real-world sales teams goes deeper.
Coaching in the field: how it actually happens
In food service sales, coaching doesn’t just happen in the office. It happens in the field, in the car between customer visits, and even during quick team huddles.
Here’s how it plays out:
· On-the-job coaching: Sales Managers debrief after customer visits by asking, “How did you feel about the meeting?” rather than diving straight into feedback.
· One-on-one coaching: These regular chats go beyond pipeline numbers. They create space to explore mindset, confidence, and direction.
· Field coaching: Sales Leaders observe real interactions with customers, then coach based on what they see, not what they assume.
· Team coaching: Small group sessions bring Sales Professionals together to share wins, unpack tough calls, and learn from each other.
These are simple practices, but they build consistency, confidence, and strong culture over time. If you’re curious about how this ties back to planning, here’s a blog on strategic sales planning that brings coaching into the picture.
What anyone can learn from this (no matter your field)
Even if you’re not in food service, coaching offers a few powerful lessons:
· Ask more, tell less: A good question can go further than a quick answer.
· Coach in the moment: Don’t wait for formal check-ins. Everyday conversations are coaching opportunities.
· Look beyond performance: Help people grow, not just deliver. When they grow, results follow.
· Create space to think: A short pause in a busy day can shift how someone sees a problem and finds their way forward.
And if you’re in a leadership role, this blog on how to give constructive feedback might give you a few practical ideas to take back to your team.
Final thought
Over the years, I’ve supported many Sales Professionals and Sales Leaders across the region in food service. What I’ve seen is this. When coaching becomes part of the culture, sales feel less transactional and more transformational. People grow. Customers trust. Teams stick together. Careers take shape. And that’s something any professional, in any industry, can relate to.
About the Author
Simon Yap is an ICF Professional Certified Coach (PCC), trainer, and food service specialist who works with Sales Professionals and Sales Leaders across Asia. He focuses on business selling, leadership development, and building coaching cultures that drive performance.
You can find more of his work and practical resources at CoachSimonYap.com.
