Ask most SME sales teams what they sold last month and you'll get a strangely narrow answer — the same two or three offers, on repeat, regardless of what's actually in the catalogue. Most sales teams sell what's easy to explain, not what's most valuable to the customer — and that habit is quietly capping revenue in businesses that have spent years building a broader, higher-margin range nobody is pitching. If your highest-margin products or services are gathering dust while reps default to the same familiar offer, you don't have a demand problem. You have a comfort-zone problem.

The enemy is what Kevin calls the Comfort Zone Sale — the offer a rep can explain in one sentence, price without hesitation, and close without needing to ask a single diagnostic question. It feels efficient. It is actually expensive, because it trains customers to associate your business with your cheapest, simplest offer, and it leaves your best-margin work permanently unsold. This is a well-documented pattern in complex and solution-based selling: the more a sale requires understanding a customer's situation before recommending the right fit, the more reps default to the option that needs the least understanding. It's the entire reason methodologies like SPIN Selling exist — to force a structured conversation about situation, problem, implication, and need-payoff before a rep is allowed to reach for the easy answer.

You can see how this plays out in considered, complex sales environments in HubSpot's breakdown of complex selling — the pattern holds whether you're selling enterprise software or premium FMCG ranging.

Full Menu Selling is the discipline of making sure every customer conversation actually covers what you sell — not just what's comfortable to sell.

1. Map the menu — list every product or service line and rank it by margin, not by how often it's currently pitched. The gap between the two rankings is your revenue leak.

2. Build the bridge question — give reps one specific question per high-margin line that naturally surfaces whether the customer needs it (“Are you still handling X in-house, or has that become a headache?”). One question is enough; it doesn't need to be a script.

3. Track the mix, not just the total — stop measuring reps only on revenue. Add a simple product-mix metric to the weekly pipeline review so the comfort-zone habit becomes visible, not invisible.

“Kevin is an absolute powerhouse! He doubled our business's profits in the first month alone with lots more of his recommendations still to be rolled out.”

— Curtis Hacon, Give A Sh!T

Owners often assume this is a training problem. It rarely is — most reps already know the full range. The real obstacle is that the comfort-zone sale is safer for the rep personally: it closes faster, gets fewer objections, and doesn't risk the awkwardness of a customer saying no to something unfamiliar. Fixing this requires accountability from outside the sales team itself — someone tracking the product mix, asking why the highest-margin line hasn't been pitched in a month, and making that conversation routine rather than confrontational.

If your best-margin products are the ones your team pitches least, that's the first gap Kevin helps you close.

...and you become the owner whose team sells the full menu, not just the easy offer.