Who We Are

Kurlan & Associates, Inc. was founded in 1985 by Dave Kurlan, a renowned expert in sales force assessments, training and strategic growth strategies. For over 35 years, the firm has helped companies with sales team evaluations, sales process optimizations, sales and sales leadership training, and sales transformation.

The management and senior consultants at Kurlan & Associates bring over 125 years of both domestic and international experience to clients. We pride ourselves on providing unprecedented services to all sizes of businesses from small entrepreneurial companies to Fortune 500 corporations. We have earned recognition for our expertise spanning over 200 industries for our cutting-edge and results-oriented approach to sales growth.

We Love What We DoWe bring decades of proven industry expertise in driving our sales development approach.

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We look forward to getting to know you and helping to take your company to new heights!

Why Choose Kurlan

We Get Results

Our experts are focused on the solutions required to help achieve your desired results.

Highly Experienced

Regardless of the situation for which you need help,  chances are, we have seen it and solved it before.

Team Engagement

We get your sales team engaged.  Whether it’s your salespeople, sales managers, or sales leaders, and whether it’s training or coaching them, we will create change through engagement.

Expert Role Plays

We demonstrate what good conversations should sound like by extensive use of unscripted role plays and nobody is better at that then the trainers at Kurlan.

The management and senior consultants at Kurlan & Associates bring over 125 years of both domestic and international experience to clients. We pride ourselves on providing unprecedented services to all sizes of businesses from small entrepreneurial companies to Fortune 500 corporations.

Our philosophy is to provide each client with a unique solution that is customized to achieve their desired outcome. Depending on the client’s size, industry and complexity of issues, each Kurlan engagement is designed to meet their specific needs.

All of our strategic partners must have one primary objective – help us make our clients stronger. That’s it. Our services are laser-focused on sales development. Our partners provide the core competencies that we don’t. They must fit with our clients’ needs and play well with the others in the sandbox so all of our actions are unified in your interest. You’ll see that whether it’s a tool, application or consulting firm, we have already done the due diligence so that you don’t have to.

We are renowned experts in sales force evaluations, sales process, training and strategic growth strategies

1,300 Clients
Served
200 Industries
Served
35 Years
Established
55 Awards

Our White Papers

Understanding the Sales Force
  • 10 Reasons Why You Can’t Outsell an Incumbent

    When the strategy is correct, the messaging can be perfected.

    When the strategy and messaging are correct, the sales process can be optimized.

    When the sales process is optimized, the sales tactics will work.

    Stop winging it.  Stop struggling.  Stop losing.

    June 7, 2024
  • Time for Closing Arguments

    When salespeople master the abilities to meet and build relationships with decision makers, use a consultative approach to uncover their compelling reasons to buy, sell their personal value to differentiate and throughly qualify, win rates will go from too low to hello!

    May 29, 2024
  • Using Baseball to Select and Hire Salespeople

    This article has a set of three distinct analogies comparing baseball to sales so if you don’t want to hear about the baseball side of the analogy, you’ll probably want to exit the article.  If you stay, you’ll be asking yourself, “Why didn’t I think of that?”

    Analogy #1 – Filling Seats

    Let’s start with what a sales team would call a termination.  It doesn’t matter whether it is voluntary or involuntary, when it occurs, the salesperson must be replaced. 

    In baseball, whether a player is injured, traded, released, or leaves via free agency, he must be replaced.  There are three options:

    If the team chooses to replace him organically, they call up a major league-ready player from their top minor league (AAA) team and voila – he is replaced. 
    If they trade for a replacement, they determine who they want and what it will take in both major league and minor league talent to acquire him.  They might negotiate over the specific players and when they agree, a deal gets done and they have their replacement. 
    If they elect to sign a free agent, it usually comes down to money and if the player and team can agree to the terms, they have what is usually an expensive replacement.  

    Let’s discuss the preparation, work and diligence the organization would have done prior to promoting a minor leaguer to the majors.  They scouted him in high school and/or college.  They oversaw his development in Rookie League ball, then through low and high Single A ball, then Double A, and finally Triple A.  The player has typically been in their system from as little as two years to as much as eight years.  They have extensive first-hand knowledge of the player’s work ethic, defensive capabilities and liabilities, offensive capabilities and liabilities, mental toughness, and have projected how he will perform in the major leagues. It’s not significantly different with players they might trade for, or free agents they might sign, because their scouts have seen those players and their team has played against those players.

    Compare having to replace a baseball player to what happens when you must replace a salesperson.  You don’t have anyone to “call up” or promote and there are two options: 

    May 20, 2024
  • Pump it Up for Sales Performance

    A client has a small sales team in the northeastern US.  Last week the CEO reconnected with the sales team to check if everyone was selling properly.  They weren’t.  The team had lost a few customers because a high pressure competitor was stealing their accounts.  He initially thought there was a problem with the connections between the sales team and its customers but it was actually a gap in the sales team’s selling skills.  The sales team was rusty, having rested on their laurels for years, and the lack of initiative to replace clients they had lost was glaring.

    Of course the drama with the sales team could have been avoided and the CEO could have replaced and upgraded the team from the start if he had done these five things:

    asked us to evaluate the sales team
    checked the pipeline to make sure opportunities were being added
    considered the degree to which they underperformed last year
    remembered that he had to intervene on a daily basis last year to keep the team motivated
    recalled that the team was getting old

    May 14, 2024

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