Highlights from the 2013 Sales Pulse Survey – Part 1

By: Gary Tubridy Sales Growth, Sales Leadership, Sales Strategy

According to the 2013 Sales Pulse Survey, conducted annually by the Alexander Group, higher growth companies invest more in their sales organizations than moderate and low growth companies. Is this investment simply to service higher demand…or are these sales forces actually stimulating higher growth? That is an important question. Consider the following:

1. High growth companies in the survey come from a representative sample of industries. A single high growth industry does not dominate.
Top Growers by Industry
2. High growth companies are investing across the entire spectrum of sales resources. They out-invest their peers in direct sales, sales operations and  inside sales. These are the thoughtful actions of sales leaders who aim to stimulate growth, not just react to it.

High Growth Companies
3. High growth companies see their customers through a different lens. Just about every participant agrees that customers have become more demanding since the recession. But leaders from high growth companies use very different words to describe WHAT their customers are demanding. They see customers demanding SERVICE and SOLUTIONS. Leaders at moderate growth companies see their customers demanding better PRICES. Leaders appear to be investing in the sales organization according to the role it is expected to fill; where value is key, investment in sales is significantly higher.
High growth companies see their customers through a different lens

The differences don’t end there. High growth companies will focus on different segments and implement different sales strategies as well. Conclusion; it’s not just the planned results that separate high growth companies from the rest. It is the role of the sales force in producing these results that also stands out. In high growth companies investment in the sales function plays a role in producing the desired results.

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Gary Tubridy

Gary Tubridy is a senior vice president of the Alexander Group and the general manager in charge of the firm’s management consulting business. Gary’s consulting work is focused on increasing marketing and sales effectiveness with particular emphasis in technology and medical products industries. Gary has deep expertise in diagnosing sales management issues and helping clients execute action plans to improve results. His research is focused on best practices of leading sales organizations in North America with particular emphasis on sales force transformation and the role of sales leadership. He leads the Alexander Group executive events series and hosts the Operations and Executive Forums. He is one of three founding stockholders of the Alexander Group.


Gary has been with the Alexander Group for over 35 years. Prior to that, Gary was in sales with the IBM Corporation. Gary holds a B.A. from Brown University and an MBA from the Graduate School of Business at Columbia University.


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