Modern technologies allow you to automate most business processes. But no technology is able to replace live communication with the sales manager. According to statistics, 66% of “salespeople” consider the call the most effective type of remote communication with the client However, the turnover of personnel in the industry entails two extremes – lack of control or the contrary the total control.
Today, we’ll talk only about companies in which most of the sales (or all) are on the phone. It is about their sales departments will be discussed. Quite often there is a so-called “burnout” problem. This leads to a feeling of constant tension and reduces the efficiency of the manager. Modern technologies allow you to automate most business processes. But no technology is able to replace live communication with the sales manager. According to statistics, 66% of “salespeople” consider the call the most effective type of leads. However, the turnover of personnel in the industry entails two extremes – lack of control and relaxation or total control by the leadership. We offer solutions to the most popular problems in the segment of “cold” calls
Today, we’ll talk only about companies in which most of the sales (or all) are on the phone. It is about their sales departments will be discussed.
In fact, all the problems in the work of the call center can be divided into several groups. Today I propose to consider solutions to the most popular problems in the segment of “cold” calls.
Often the work of a sales department is arranged as follows: the manager calls the customer base and tries to sell the product or service. If he gets on the secretary or can not agree immediately, he writes an email and sends a commercial offer. The head of the department monitors the managers, selectively listening to their conversations in real time.
There are several problems at once:
If the manager receives payment for the number of “worked” customers (filled lines in Excel, outgoing calls, dial-ups, closed leads, etc.) – he does not have the motivation to do his job well. The employee does not want to spend his time on work with objections. He tries simply to work the entire database as soon as possible and to say that he is a good fellow and quickly coped with the work. For example, there are cases when the operator proposes to make a purchase, without even trying to describe the product. When entering the work file, the supervisor saw that contact was processed and the operator coped with his duties and created the appearance that the employee held a presentation of the product, and the interested client asked to send details to the email. As a result, the chief did not notice that there are a lot of calls, but there are no sales. It can also be manifested in a large number of nuisances, artificially created by the manager. The employee does not call back if costumer was asked to call back. Also, he may not specifically wait for a response from the client, listening to the beeps for 10 seconds, and hang up. Or when they say that it is inconvenient to talk, the employee still chattering the script, knowing that they do not listen to him and this is inefficient. But the manager believes that he practically did his job – he gave out the information.
The real problem is the lack of system in listening to records of conversations and training managers. If the company does not track calls, then the sales manager does not know the length, waiting time on the line and other metrics. Conversations are listened to selectively, managers catch individual errors, and serious problems go unnoticed.
If the company tracked the appeal by phone, the head would have access to the call log. There, in real time, he would see which of the managers called and how long the conversation lasted. In the latter case, the manager would see that a certain employee calls out from the middle timing. Focusing on this value, you can draw conclusions, which of the employees. Also, pay attention to the percentage of unanswered or abnormally short / long calls from employees, compared to the average for the department.
To perfect the techniques of passing a secretary and working with objections, you need to organize trainings for employees. Also, the joint listening of records of conversations works well and you can development on their basis of a new script for such cases.
The fact that time is not always spent with profit, is not always the operator fault. Often, the workflow is organized in such a way that it does not take long for the employee to directly call. He spends it on finding a phone, fixing the result of a call in CRM, making contact information there. All this is a routine job that requires attention. Otherwise, if you mistake in a phone number, you can lose contact with the client.
This problem is solved by introducing into the incentive system the manager who makes cold calls, such an evaluation criterion as TT. This is the ratio of time spent by the employee in the system, to his time of conversations for the day. Lunch time is not taken into account. In other words, this is the percentage of time that an employee spent on communicating with clients. By the way, this figure can also be calculated in Virtual Assistant.
Ideally, an employee should not be distracted by anything other than calls, and all processes should be as automated as possible.
Sometimes shocked by the manner of communication of some managers, when no one controls and not listen to their calls. There are cases when the operator talks to the client in a rude manner or never objected in case of refusal. They content with collecting emails and sending out commercial offers. Such tactics rarely leading to sales.
It happens that the manager does not just not know how to work with objections, but he himself offers options for refusing to the client. For example: “We sell great TVs, do you want to buy? Or do not you need a second one? Is it too expensive for you?” As a result, purchase is too expensive for a potential buyer.
Using integration, CRM can generate reports on specific employees and evaluate their effectiveness in the context of calls and sales. Let’s say the manager has a lot of calls, but they rarely end up with closed deals. This means that you need to listen to calls and understand what is wrong with his way of communicating with customers. The same goes for the conversations of the most successful managers. The recording of their conversations should be listened by employees whose sales are not going well.