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
  • New Data: Top Salespeople are 7562% Better at Winning RFPs

    RFPs aren’t going away, and there are two ways that salespeople can approach them, the companies that write them, and the people associated with them:

    Passively – in this capacity, they are nothing more than facilitators, waiting for an RFP to drop in their inbox, so they can get it off to the folks who write the proposals.  When complete, they email the proposal back to procurement and hope to win.
    Proactively – in this capacity, they regularly meet and develop relationships with the appropriate CxO’s and Sr VP’s of manufacturing, engineering, design, IT, IS, Finance, Marketing, HR, R&D, Operations, Facilities, Fulfillment, Distribution, Sales, Learning and Development, Enablement, and any other organizational head they might possibly sell to.  They become a resource, an asset, a partner and not only help to write the specifications of the next RFP, but write the specs in such a way that they are the only company that can win the business.

    It seems obvious, doesn’t it?  Option 1 is stupid and Option 2 is brilliant.  But if option 2 is so brilliant and obvious, then why do so many salespeople become so defensive and dug in to option 1?

    March 13, 2024
  • Opportunity Blindness – What’s in Your Sales Pipeline?

    Some observations:

    The data represents the forecast and funnel for 7 sales teams.
    The gaps (A & G) are backwards and should say 72% (A) and 41% (G).
    The quarterly forecast (C) is 58% short of the quarterly target (D).
    The current closable opportunities (B) are 77% short of the forecast (C) and 90% short of the quarterly target (D).
    Add columns G and H and together, all of those columns represent pathetic, old news.

    The question that should be asked is, “What can we do about this?”

    We should be able to answer that question by looking at column F but that’s not possible.  Can you see why?

    Outside of telling us that there isn’t enough in the funnel, the data in column F doesn’t answer the question that must always be asked:  Is the pipeline viable?

    We know the assigned value of the pipeline but we don’t know the answers to these additional ten important factors:

    February 28, 2024
  • 25 Sales Experts on the Importance of Coaching Salespeople

    Sales managers are still not coaching – at least not consistently or effectively.  As a reminder, consistent daily coaching increases revenue by 28% and when it is paired with effective coaching, revenue increases by 43%.  It’s simply incomprehensible that sales managers aren’t picking up the clue phone. 

    February 25, 2024
  • Focus on Winning to Drive More Sales and Revenue

    In baseball, the coaching staff gets a report from their advanced scouts and from that report the coaches create a game plan.  How to pitch to that hitter, how to get this hitter out, what to expect from this pitcher, what pitch he likes to throw when he’s ahead in the count, the strength and accuracy of the outfield arms, etc.

    Some companies do some account planning for major accounts, but not nearly enough of this takes place.

    What will happen to your business if you spend more time thinking about how to win, and less time focusing on your numbers?

    February 20, 2024

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