This YouTube interview discusses how to decide when to specialize salespeople on specific product lines versus having generalist sellers. The conversation explores trade-offs between dedicated product-focused reps and leveraging an existing sales team to sell multiple offerings, with practical guidance from the CEO of Rippling.
And one of the questions that was asked to me this.
Morning was around.
Determining when to specialize salespeople on specific product lines versus allowing the existing team to sell. And I think you do a bit of both. How do you decide which products are specialized versus which don't have dedicated salespeople?
It's hard. So I would say that. I mean, first of all, there's actually this is. There's a tremendous amount of disagreement internally at Ripplane about how to do this. I think what you get. The issue with having one sales team is eventually you run out of, like, training capacity. The team cannot learn, like, yet another product. And it's just too much for like, one set of people to like, absorb and still be like, effective at all the other. But the other benefit that you get is that the individual sales orgs can just go way deeper on that individual product and they're going to figure out, like, how to beat them and how to attack the market in the right way.
