Your Org Chart Doesnt Work Anymore

It’s not that one is better than the other, but having the wrong type can cost your organization in wasted hours, high overhead, and frustrated customers.


Broadly speaking, a generalist force sells all things to all customers, and a specialist force is compartmentalized according to product sold, type of customer, sales activity, or industry vertical. So should you consider turning your specialist team into a generalist or vice versa? Well, let’s consider some factors.


Does your company have thin margins?

If your margins won’t support a pricey sale model, then generalist is indicated. Specializing is expensive.  Are you selling a large number of products or services? With a sizable menu of offerings, you will likely want your reps to specialize by either product or industry.


How young is your company? 

Less mature businesses are often best served by a specialized force such as an assembly line, with distinct groups for finding and qualifying opportunities, closing deals, and customer support. In older companies, a generalist model might be best.


What do your customers want?

A specialist force allows your sales team to develop deep expertise in the product or in the industry, which may be best if customers make purchase decisions based on the rep’s knowledge.


Using these indicators, you can better evaluate your current structure and decide if a change is necessary.

How to Slay Your Number in 2016

Are you going to make your number in 2016?

If you are not sure but would really like to know, turn to page 46 and read our feature titled “How to Make Your Number in 2016.” Here, we summarize the primary findings from SBI’s ninth-annual research project, which captures what the best of the best are doing to exceed their revenue targets.


Greg Alexander

Leads the firm's focus on the CEO’s role in accelerating revenue growth by getting the product team, the marketing department, and the sales organization into strategic alignment.

Greg is the host of The SBI Podcast, the most listened to sales and marketing podcast on the internet.


He is the host of SBI TV, a monthly television program broadcast on the internet featuring top B2B sales and marketing leader sharing their strategies to grow revenues.


Greg is the Editor-in-Chief of The SBI Magazine, the leading B2B publication focused on sales and marketing effectiveness.


He is the author of two critically acclaimed books Topgrading for Sales and Making the Number.


Greg has authored over 100 articles on SBI’s award winning blog, The SBI Blog.


He graduated from The University of Massachusetts Amherst with a BA in English and received his MBA from Georgia Tech.




Transforming the Sales Organization inside Fortune 500 Companies

Greg Alexander and John Gleason, Chief Sales Officer of Ryder, talk about the unique challenges of transforming a sales team inside of very large enterprises.


A Better Way to Structure Your Sales Force

Greg Alexander and Tony Capucille, Chief Sales Officer at Heartland Payment Systems, discuss the pros and cons of the 7 B2B sales organizational models.


Build a team of A Players Inside the Sales Organization

Greg Alexander and Todd Cione, Chief Revenue Officer at Rackspace, talk about hiring, onboarding, and developing exceptional sales talent.




Fill Every Role on Your Team with an A Player

In this article, Greg Alexander makes the case for applying the TopGrading methodology to the sales team, and outlines how to do so.


What CEOs Need to Know About Their Marketing Strategies

In this article, Greg Alexander and Rashid Skaf, CEO of AMX, discuss the role the CEO plays in crafting a company’s marketing strategy.


What CEOs are Looking for in a Sales Leader

In this article, Greg Alexander and George Norton, leader of Heidrick & Struggles Chief Sales Officer practice, discuss what CEOs need in the chief sales officer role.

Read full bio >