Tags |
|
|
Links |
|
|
Digg it UP - Inside Sales and Service: Your Frontline to Gaining Competitive Advantage
13) Do you have references?It is not a good idea to give references at the resume stage. References are far more appropriate at the interview stage, and even then, do not give references unless they ask for them. When and if they ask, always have them available at the interview.The reason you do not want to be giving references at the resume stage is that, if they can read your resume and check your references and—on that basis—make a decision not to interview or hire you, you have done yourself a real disservice. You want to get in front of people (secure interviews). Give them the resume, but not the references unless they ask for them.Most prospects give names, addresses and phone numbers for references when asked. It is better not to do this. It inconveniences the interviewer in that they have to call to get the reference. And while you think you know what someone may say about you, the fact is, you do not.The references being called may not be available, or may be on vacation. They may have left the firm, been fired or laid off since you last checked their availability.Therefore, it is best to use written references only. Have the person put the written reference about you on the company’s or organization's letterhead so it looks official, and have them sign it. If the person giving the reference will not put it on company letterhead because it is against company policy, then have them use a plain sheet of paper. They can still use their name, company position, and company name at the bottom of the letter. Usually, written references are taken at face value. Oftentimes, with a written reference, a call is made only to verify employment.Many candidates think that written references have to come from the big boss, or their immediate supervisor. You have other options if your boss or supervisor
On an additional note regarding phone systems, some executives were sold on the idea that voice mail could improve IS/CS productivity and address the issue of peak time inbound call burden. Failure to consider the customers’ perspective can be a critical mistake. Voice mail cannot enter orders or answer questions. In other words
Productivity during change can be affected positively and negatively by restraining forces and driving forces respectively. Productivity can reach a state of equilibrium between these two opposing forces. However, this balance can be punctuated by a disturbance in one or both of the opposing forces. Therefore, at any given time, the productivity can go up or down depending on the strength or weakness of either the restraining or driving forces. This view of change and transformation is known as punctuated equilibrium.A leader can use this theory in preparing for change in order to evaluate whether the change is possible to implement and/or to plan actions to better implement the change. To do so, the leader should conduct a force field analysis of both the driving forces behind the change and the restraining forces against the change. He or she can then estimate if there is a reasonable possibility to implement the change or not.Restraining forces may include market pressures, internal structures and capabilities or resistance from employees. Resistance can be passive or overt. For example, employees may be unenthusiastic to make a change because they have been through previous change efforts which were not totally successful. Because of this, their will to take up another project may be low. In some cases, employees may totally check out of the process, either passively or actively resisting the change. This could include talking negatively about the project with other team members, starting an employee campaign against the project, or other actions which can hurt the successful implementation of the change.Leaders can do eight steps which will help them manage change efforts more successfully. These include the following:1. Build an environment of trust with the employees in order to create an environment where emp
What role does Inside Sales/Customer Service (IS/CS) play in today’s sales process? How does the company leverage the existing relationships between IS/CS and the customer? The answer to this question plays a key role for upper quartile performers. Upper quartile performers understand the important role played by the inside sales person, customer service and counter personnel. “A Player” field sales reps are not threatened by the fact that the majority of inbound calls are handled by IS/CS personnel because the majority of these calls represent a sales opportunity for the company. Customers who call in do so for the main purpose of fulfilling a need, which often leads to the placement of an order. Customers are very dependent upon inside sales personnel for information, suggestions about products, substitution products, application help and expertise, new product information, new services, delivery information and promotional opportunities for cost savings.
Inside sales and customer service personnel have more customer contact than anyone else in the organization. IS/CS people take more than 80% of all orders placed. This means that the IS/CS are in a better position to influence buying behavior than the field sales person. Progressive managers truly understand what that means in regard to market share growth. They know that the consistent use of suggestive selling techniques, up selling and promotions can have a dramatic impact on average order size and increase share of spend in each account. IS/CS personnel traditionally build relationship equity, and many customers would give up their contact with field sales before giving up their relationship with inside sales and customer service personnel. This is the frontline in the battle for success. Customers have not only come to expect it, they demand it. It can become a competitive edge, the differentiator for your business compared to the competition. It’s about the commitment the company has made to customer demands for world-class service.
Equal and Critical to the Success Formula
This demand for world-class service makes IS/CS just as important, if not more important, than the outside sales force in driving growth and creating success. Many companies, however, do not fully understand the critical role IS/CS plays in the success formula for increased sales, market share growth and profitability. The reason for this lack of understanding is primarily due to the lack of adequate measurement systems to determine the full scope of work and specific roles of the IS/CS service group. This lack of adequate measurement systems leaves department managers in the dark when trying to determine departmental activity, direct contributions to success and individual productivity. These metrics are necessary to properly design productivity tactics and compensation plans, making sure to consider the group’s contribution to the success of the organization as well as their short and long term impacts on customer relationships.
Many companies have not upgraded phone systems to determine the number of inbound calls taken daily by sales people, in addition to measuring call abandonment, average time per call, transfers, voice mail and other metrics important to creating an effective IS/CS support strategy. However, even at those firms that lack these essential metrics, demands are often placed on IS/CS to utilize suggestive selling and up selling techniques on inbound calls. Additionally, many companies assign outbound call responsibility to IS/CS and some even create quotas for these calls.
On an additional note regarding phone systems, some executives were sold on the idea that voice mail could improve IS/CS productivity and address the issue of peak time inbound call burden. Failure to consider the customers’ perspective can be a critical mistake. Voice mail cannot enter orders or answer questions. In other words
What I want to show you today is how remembering conversations with your customers will keep them coming back to you over and over again.You can start by keeping a mental note of your last conversation with your top 10 customers - just to show how effective this strategy is. Try and remember specific things about the conversation.Remember the key is to bring up the topics the next time you speak with your customer. Here is an examples to get you started,I was speaking with my bank manager (one of my customers) the other day about some business matters. Before we discussed business I asked him about his son who I know has just started college and is an excellent footballer and his daughter who is already in University and has just started piano lessons. He added that his son now has two jobs, because he wants to save up for a car and that his daughter was about to play her first piano piece in a play. I could tell from his voice that he was pleasantly surprised that I remembered these details.By carrying out this type of interaction with your customer gives you and them an excellent business relationship and gives them the feel of continuation.You have remembered what you last discussed giving them a reference point with you. Your customer will feel that they have a personal connection with you and this will also show that you are actually interested in them.You may get comments like “I feel that I have known you all my life, I like coming here and will definitely come back.”If you do this properly you will most certainly have your customers coming back to you.
Inside sales and customer service personnel have more customer contact than anyone else in the organization. IS/CS people take more than 80% of all orders placed. This means that the IS/CS are in a better position to influence buying behavior than the field sales person. Progressive managers truly understand what that means in regard to market share growth. They know that the consistent use of suggestive selling techniques, up selling and promotions can have a dramatic impact on average order size and increase share of spend in each account. IS/CS personnel traditionally build relationship equity, and many customers would give up their contact with field sales before giving up their relationship with inside sales and customer service personnel. This is the frontline in the battle for success. Customers have not only come to expect it, they demand it. It can become a competitive edge, the differentiator for your business compared to the competition. It’s about the commitment the company has made to customer demands for world-class service.
Equal and Critical to the Success Formula
This demand for world-class service makes IS/CS just as important, if not more important, than the outside sales force in driving growth and creating success. Many companies, however, do not fully understand the critical role IS/CS plays in the success formula for increased sales, market share growth and profitability. The reason for this lack of understanding is primarily due to the lack of adequate measurement systems to determine the full scope of work and specific roles of the IS/CS service group. This lack of adequate measurement systems leaves department managers in the dark when trying to determine departmental activity, direct contributions to success and individual productivity. These metrics are necessary to properly design productivity tactics and compensation plans, making sure to consider the group’s contribution to the success of the organization as well as their short and long term impacts on customer relationships.
Many companies have not upgraded phone systems to determine the number of inbound calls taken daily by sales people, in addition to measuring call abandonment, average time per call, transfers, voice mail and other metrics important to creating an effective IS/CS support strategy. However, even at those firms that lack these essential metrics, demands are often placed on IS/CS to utilize suggestive selling and up selling techniques on inbound calls. Additionally, many companies assign outbound call responsibility to IS/CS and some even create quotas for these calls.
On an additional note regarding phone systems, some executives were sold on the idea that voice mail could improve IS/CS productivity and address the issue of peak time inbound call burden. Failure to consider the customers’ perspective can be a critical mistake. Voice mail cannot enter orders or answer questions. In other words
Cold calling prospecting in sales one of the many ways that people find leads and new prospects. There are many other ways to find leads other than cold calling prospecting but for now we will look at ways to best maximize your time while cold calling prospecting.Cold calling prospecting also know in some circles as telephone sales is a hit or miss proposition, even the best at cold calling prospecting will have minimal success in finding new leads that convert into sales. There are three main ways to make sure you are productive when it comes to cold calling prospecting and they are have your list ready, call during the best times, and always ask for the appointment.When cold calling prospecting the best practice is to have a list ready to go so that you can just go down the list and contact the companies or people that you feel are prospects. If you have a goal of making 100 calls while cold calling prospecting than before you start to make the calls make sure that you have phone numbers and a contact to call. When you have a list ready to go you will be able to go through the list rapidly and you will not waste time trying to find numbers and other vital information.There generally are better times during the day to cold call prospecting and a lot of it will depend on the market you are going after. If you are selling business to business, than early in the morning between 7 and 9 a.m., will give you the best chance to get in touch with the decision maker this will also get gold calling out of the way.If you are making sales calls to people at home than the best time is between 6 and 8 p.m. as more people are at home during this time and be more apt to answer the phone. While cold calling prospecting calling during these hours will allow you speak with the highest number of prospects.If you are cold c
Equal and Critical to the Success Formula
This demand for world-class service makes IS/CS just as important, if not more important, than the outside sales force in driving growth and creating success. Many companies, however, do not fully understand the critical role IS/CS plays in the success formula for increased sales, market share growth and profitability. The reason for this lack of understanding is primarily due to the lack of adequate measurement systems to determine the full scope of work and specific roles of the IS/CS service group. This lack of adequate measurement systems leaves department managers in the dark when trying to determine departmental activity, direct contributions to success and individual productivity. These metrics are necessary to properly design productivity tactics and compensation plans, making sure to consider the group’s contribution to the success of the organization as well as their short and long term impacts on customer relationships.
Many companies have not upgraded phone systems to determine the number of inbound calls taken daily by sales people, in addition to measuring call abandonment, average time per call, transfers, voice mail and other metrics important to creating an effective IS/CS support strategy. However, even at those firms that lack these essential metrics, demands are often placed on IS/CS to utilize suggestive selling and up selling techniques on inbound calls. Additionally, many companies assign outbound call responsibility to IS/CS and some even create quotas for these calls.
On an additional note regarding phone systems, some executives were sold on the idea that voice mail could improve IS/CS productivity and address the issue of peak time inbound call burden. Failure to consider the customers’ perspective can be a critical mistake. Voice mail cannot enter orders or answer questions. In other words
Recently at Warwick Crown Court an illegal immigrant was sentenced to 8 months imprisonment for possessing false documents and obtaining employment by deception. He had been employed as a security officer at Coventry Airport through an employment agency. The man, a Zimbabwean national, arrived in the UK in 2002. He was given a Visa allowing him to remain in the UK until June 2003 and applications for extensions were twice refused and he left his sponsored accommodation and managed to provide a forged letter from the Home Office indicating he was entitled to remain in this country. Using this he deceived the employment agency and it was whilst attempting to gain employment within a more restricted area that he was caught and his deception came to light. The Home Office letter showed he had leave to remain indefinitely in this country had been purchased for ?300.Employers who employ illegal workers can be fined up to ?5000. In addition, the adverse publicity can impact heavily on any business.So how was this allowed to happen? Could it have been prevented? The employment agency who recruited him confirm they carry out stringent checks on their staff and had no reason to suspect false documentation had been used to support his employment application.Many companies believe that because staff have been recruited via agencies that the agency will have carried out all the necessary checks to the required standard. However, evidence indicates that very often this is just a phone call to the previous employers and not directed to the main HR department where the records are kept. Such a process will not establish previous sickness and disciplinary records; it will not indicate the qualities and standard of the applicant’s work. This leads to poor recruitment decisions and in turn causes risk and extra cost in the replacement of staff
Many companies have not upgraded phone systems to determine the number of inbound calls taken daily by sales people, in addition to measuring call abandonment, average time per call, transfers, voice mail and other metrics important to creating an effective IS/CS support strategy. However, even at those firms that lack these essential metrics, demands are often placed on IS/CS to utilize suggestive selling and up selling techniques on inbound calls. Additionally, many companies assign outbound call responsibility to IS/CS and some even create quotas for these calls.
On an additional note regarding phone systems, some executives were sold on the idea that voice mail could improve IS/CS productivity and address the issue of peak time inbound call burden. Failure to consider the customers’ perspective can be a critical mistake. Voice mail cannot enter orders or answer questions. In other words
The lines are blurring between segments - we've seen fast-casual and full-service restaurants with drive-thrus begin to challenge the competitive advantage traditional quick-serves once had. Taking a diversion from the usual focus of this column on training and service, let’s look at what you can do outside to bring more customers inside.Get online. Make it even easier for customers to get their meal from you. If you can minimize the ordering process at the unit, you save labor and the customer saves time. Yes, you might have to create an express line, but to have orders placed online, instantly print in the kitchen, and be paid directly into your merchant account saves tons of time when the guest arrives. Additionally, no one has to pay attention to the fax machine! The real benefit, however, is the database of information these customers provide. If you are expecting a slow day, you can use the database of customers to send out a lunch special at 10:30 as a last-minute reminder to visit your restaurant for lunch. Everyone has information but only a few choose to use it!Get to know them. Really get to know the businesses in a 1-2 mile radius --- they are your core lunch customers. Visit them and find out who controls the communication and distribution in the office, as well as who is responsible for placing catering and large orders. Invite them in for a free meal or, better yet . . .Edible business card. Pick a local business per week or day and deliver a surprise lunch attached to your business card. Not only is it a nice surprise, but it will also create a buzz for your brand and keep you top-of-mind when the employees are hungry. Treat your local businesses like friends and they’ll repay the favor with their loyalty.As a reminder, marketing should be the step that happens AFTER your operation is running t
On an additional note regarding phone systems, some executives were sold on the idea that voice mail could improve IS/CS productivity and address the issue of peak time inbound call burden. Failure to consider the customers’ perspective can be a critical mistake. Voice mail cannot enter orders or answer questions. In other words, customers’ needs are not handled efficiently at their convenience. It does, however, give the customer some options. Those options include: waiting for the return call, faxing the order or request, or calling a competitor who is better organized and more efficient. Voice mail cuts the customer off and inhibits building relationship equity. It just can’t provide analysis and solutions to even the tiniest problem.
Let’s Get Real
The reality that exists in most companies today is that IS/CS personnel are extremely busy just handling inbound calls. Some IS/CS personnel may handle up to 100 calls per day and the related task that each call may entail. With the volume of traffic exceeding reasonable expectations regarding their ability to build on relationship equity, most IS/CS personnel are motivated to end each call as quickly as possible to get off the phone and take the next call in the queue. The time they spend with each call is more than just taking orders. These calls may include requests for literature, quotes, expediting, logging and entering claims and complaints, checking inventory, and even fielding calls from outside sales personnel. And on top of the demands that these calls place upon these people, we expect them to take the time to create and maintain relationship equity with the customer, apply suggestive selling techniques, up sell and create a pleasant experience for the customer. And dinosaurs still roam the streets of New York. Some IS/CS personnel are better than most at using different selling techniques and creating customer relationship equity. It requires specific skills that depend upon product knowledge, probing communication skills, effective listening, and training in both suggestive selling techniques and offering the customer options. However, even the best IS/CS people will stop these practices when the inbound burden becomes too great because they can’t take the time to leverage their relationship equity by talking with the customer, exploring options and identifying needs and interests. They go into an expeditious call turnover mode just to keep up with the inbound traffic.
If We Are Lost, How Can We Be Found?
There is no magic answer if you don’t have the process and measurements in place to develop an IS/CS initiative that is in alignment with your company strategy. That does not mean you give up. There are alternatives if you are willing to put forth an effort and make an investment. Start slow and minimize your exposure by creating a pilot project. Select one or two of your best IS/CS people to test a systematic approach to increase productivity. Hire a replacement for your IS/CS people that are in the pilot project. This is your investment. This creates adequate staff to handle all inbound traffic. They will handle the entire overflow to allow the pilot personnel to utilize their skill sets to increase sales with suggestive selling techniques and even proactive outbound follow-up calls. That means that the pilot personnel must receive extensive training that includes the items listed below. Management must also understand that call length will increase dramatically.
• Up s
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.diggitup.net/article/37845/diggitup-Inside-Sales-and-Service-Your-Frontline-to-Gaining-Competitive-Advantage.html">Inside Sales and Service: Your Frontline to Gaining Competitive Advantage</a>
BB link (for phorums):
[url=http://www.diggitup.net/article/37845/diggitup-Inside-Sales-and-Service-Your-Frontline-to-Gaining-Competitive-Advantage.html]Inside Sales and Service: Your Frontline to Gaining Competitive Advantage[/url]
Related Articles:
Fall In Love With Learning How To Carry And Use Your Marbles At All Times!
Create a Perfect Product Using Your Ideas
Creative Offline Marketing - Part III
Bookmark it:
|