Thursday, May 26, 2005
Telemarketing Tips – Unknown Book
Telemarketing Tips – Unknown Book
Define the offer: a complete offer includes the product or service, price, and delivery system. Delivery includes process of getting the product to the customer and the receipt of payment.
Refine the message: Guided script contains two or three open and closed-ended probing questions. Script length averages 500-750 words and it can take from five to six minutes to deliver.
Business-business is 5 to 8 completed calls per hour and $6-$10 per call per decision-maker contact.
Effective steps: identify yourself and your firm; establish rapport; give the purpose of the call and create interest; ask fact-finding questions; deliver your sales message; answer objections; close the sale; wrap up the call.
Time Line: the time line guides your progress. Assign a date to every function that must be completed before the campaign begins.
Track results on an hour-by-hour basis to determine the best times to call. Reps must be trained to account for every incoming or outbound call.
Campaign Checklist:
Dates: Number of calls:
Script
Contact per hour Completes per hour
Sales per hour
A good script will help the rep control the call. Without control, the average talk time increases and so do costs. Test two scripts. Never allow reps to improvise a response to customer’s questions. The end result will be inconsistencies, omissions, and poor call quality. Experience shows that 4 to 5 hours of outbound telemarketing sustains call productivity and prevents employee burnout.
You need a kickoff to create excitement and to make the reps feel that they’re part of the team. To determine average cost per call, use loaded costs which include office overhead, systems, labor, phone, etc. Maintain a team vision and use posters to display these achievements, and hang the posters on walls where everyone can bask in the glory of the successful campaign. You must have a reason, legitimate reason to call customers.
Train your reps to “brand” each call at the end. “We will keep in touch.” This leaves the customer with a good feeling and keeps your company name on his mind.
The difference between good companies and excellent companies is training.
Reps should react to the ideas they hear and not to the customer’s personality. Reps should use expression, speed of voice, and rhythm to give their voices flavor and gusto. Using buzz words can also arouse and motivate the listener.
Quick start training: highlights of company history; business philosophy; organization chart; mission statement; methods and activities to be used; list of acronyms used by the company; glossary.
One common training mistake is lack of adequate practice. Another is lack of model behavior. Work on one skill at a time.
Monitoring offers quality assurance, coaching and development of reps, customer satisfaction.
Scripts: have them write the script. Hold focus groups to discuss various sections of the script.
Opening the call:
Who are you? Why are you calling? What’s in it for them?
Ask good questions: use the five Ws: Who? What? Where? When? How?
Ask questions that have to be answered with more than one word.
Ask questions which require others to draw on their experience.
Ask questions that make prospects explain their viewpoints
Ask questions that will guarantee a positive response regarding your product’s features and lead the prospect to the close.
Ask questions that will help close the sale early.
Ask questions that determine a customer’s needs, so that you offer him the best product or service.
Positive approach: “You’ll find that...” “You’ll be interested to know...”
Listen for these closing signals: customer changes from cool to more relaxed voice; prospect compares details of your offer with those of a competitor; prospect asks for your opinion.
Typical closing techniques:
Trial close: “Would you like to reserve a seat at our upcoming Executive Briefing next week on XXX date at our downtown office?”
Assumptive close: “I can reserve a spot at the Executive Briefing right now.”
Alternate choice: “Mr. Smith, would you like to schedule a Needs Analysis Conference at 9am or 2pm your time?”
Direct close: “Mr. Jones, can I come to your office on XXX day to show you the benefits of our product?”
Elimination of choices close: offer three alternatives
Limited-time close: “If you schedule a Needs Analysis for tomorrow, we can offer you a free coffee mug!”
Fact-finding phrases: “What’s your opinion?” “What do you consider...” “How do you feel about?” “Would you explain?”
Script-writing DOs: think visually; answer the questions ”what’s in it for me?”; use short sentences; provide for pauses in the script; be clear, concise, conversational, convincing.
Script-writing DON’Ts: give the customer a chance to say no; use negative words; let customer hear a chaotic atmosphere with loud background noise.
Thomas Edison: “I did not fail a thousand times, I learned a thousand ways that would not work.” Learn to innovate fast.
Don’t make these mistakes: reps not planning their calls; reps talking too much; not developing rapport; not setting daily, weekly, monthly goals.
Motivational toolbox: goals (writing, very specific, measurable, contain deadlines, and include action plans; training; feedback; recognition; meetings.
Igniter phrases: I agree. I looked at this last night and I really like it. That’s good. Good job. Let’s go. I have faith in you. That’s interesting. You’re on the right track. That’s a winner. Great. I know it will work. Go ahead, try it. I like that. Keep going. Very good. You’re in high gear. Fantastic.
Call reluctance symptoms: reps may delay first call of the day; may not follow up on sales leads; make few calls per hour; discuss fear of calling.
The following is a list of problems for sales people:
Attempting Too Much
Communication, Poor
Confused Responsibility or Authority
Delegation, Ineffective
Drop-In Visitors
Inability to Say No
Information, Incomplete
Leaving Tasks Unfinished
Management by Crisis
Meetings
Paperwork
Personal Disorganization
Planning Inadequate
Procrastination
Progress Reports, Inadequate Controls
Self-Disipline, Lack of
Socializing
Staff, Inadequate
Telephone Interruptions
Travel
Define the offer: a complete offer includes the product or service, price, and delivery system. Delivery includes process of getting the product to the customer and the receipt of payment.
Refine the message: Guided script contains two or three open and closed-ended probing questions. Script length averages 500-750 words and it can take from five to six minutes to deliver.
Business-business is 5 to 8 completed calls per hour and $6-$10 per call per decision-maker contact.
Effective steps: identify yourself and your firm; establish rapport; give the purpose of the call and create interest; ask fact-finding questions; deliver your sales message; answer objections; close the sale; wrap up the call.
Time Line: the time line guides your progress. Assign a date to every function that must be completed before the campaign begins.
Track results on an hour-by-hour basis to determine the best times to call. Reps must be trained to account for every incoming or outbound call.
Campaign Checklist:
Dates: Number of calls:
Script
Contact per hour Completes per hour
Sales per hour
A good script will help the rep control the call. Without control, the average talk time increases and so do costs. Test two scripts. Never allow reps to improvise a response to customer’s questions. The end result will be inconsistencies, omissions, and poor call quality. Experience shows that 4 to 5 hours of outbound telemarketing sustains call productivity and prevents employee burnout.
You need a kickoff to create excitement and to make the reps feel that they’re part of the team. To determine average cost per call, use loaded costs which include office overhead, systems, labor, phone, etc. Maintain a team vision and use posters to display these achievements, and hang the posters on walls where everyone can bask in the glory of the successful campaign. You must have a reason, legitimate reason to call customers.
Train your reps to “brand” each call at the end. “We will keep in touch.” This leaves the customer with a good feeling and keeps your company name on his mind.
The difference between good companies and excellent companies is training.
Reps should react to the ideas they hear and not to the customer’s personality. Reps should use expression, speed of voice, and rhythm to give their voices flavor and gusto. Using buzz words can also arouse and motivate the listener.
Quick start training: highlights of company history; business philosophy; organization chart; mission statement; methods and activities to be used; list of acronyms used by the company; glossary.
One common training mistake is lack of adequate practice. Another is lack of model behavior. Work on one skill at a time.
Monitoring offers quality assurance, coaching and development of reps, customer satisfaction.
Scripts: have them write the script. Hold focus groups to discuss various sections of the script.
Opening the call:
Who are you? Why are you calling? What’s in it for them?
Ask good questions: use the five Ws: Who? What? Where? When? How?
Ask questions that have to be answered with more than one word.
Ask questions which require others to draw on their experience.
Ask questions that make prospects explain their viewpoints
Ask questions that will guarantee a positive response regarding your product’s features and lead the prospect to the close.
Ask questions that will help close the sale early.
Ask questions that determine a customer’s needs, so that you offer him the best product or service.
Positive approach: “You’ll find that...” “You’ll be interested to know...”
Listen for these closing signals: customer changes from cool to more relaxed voice; prospect compares details of your offer with those of a competitor; prospect asks for your opinion.
Typical closing techniques:
Trial close: “Would you like to reserve a seat at our upcoming Executive Briefing next week on XXX date at our downtown office?”
Assumptive close: “I can reserve a spot at the Executive Briefing right now.”
Alternate choice: “Mr. Smith, would you like to schedule a Needs Analysis Conference at 9am or 2pm your time?”
Direct close: “Mr. Jones, can I come to your office on XXX day to show you the benefits of our product?”
Elimination of choices close: offer three alternatives
Limited-time close: “If you schedule a Needs Analysis for tomorrow, we can offer you a free coffee mug!”
Fact-finding phrases: “What’s your opinion?” “What do you consider...” “How do you feel about?” “Would you explain?”
Script-writing DOs: think visually; answer the questions ”what’s in it for me?”; use short sentences; provide for pauses in the script; be clear, concise, conversational, convincing.
Script-writing DON’Ts: give the customer a chance to say no; use negative words; let customer hear a chaotic atmosphere with loud background noise.
Thomas Edison: “I did not fail a thousand times, I learned a thousand ways that would not work.” Learn to innovate fast.
Don’t make these mistakes: reps not planning their calls; reps talking too much; not developing rapport; not setting daily, weekly, monthly goals.
Motivational toolbox: goals (writing, very specific, measurable, contain deadlines, and include action plans; training; feedback; recognition; meetings.
Igniter phrases: I agree. I looked at this last night and I really like it. That’s good. Good job. Let’s go. I have faith in you. That’s interesting. You’re on the right track. That’s a winner. Great. I know it will work. Go ahead, try it. I like that. Keep going. Very good. You’re in high gear. Fantastic.
Call reluctance symptoms: reps may delay first call of the day; may not follow up on sales leads; make few calls per hour; discuss fear of calling.
The following is a list of problems for sales people:
Attempting Too Much
Communication, Poor
Confused Responsibility or Authority
Delegation, Ineffective
Drop-In Visitors
Inability to Say No
Information, Incomplete
Leaving Tasks Unfinished
Management by Crisis
Meetings
Paperwork
Personal Disorganization
Planning Inadequate
Procrastination
Progress Reports, Inadequate Controls
Self-Disipline, Lack of
Socializing
Staff, Inadequate
Telephone Interruptions
Travel
